Introduction

In today’s interconnected world, global mobility is not just about relocating talent – it is about shaping the future of work and creating a more inclusive global workforce. As a young professional in this field, I am driven by a passion for connecting people across cultures and borders. With nearly two years of experience in a professional services firm, I aim to reflect on the perspectives of the next generation of global mobility specialists. This article explores the critical role of language proficiency, the evolving perspectives of Millennials and Gen Z, and the impact of professional services firms on global mobility. It also delves into the importance of legal migration, the potential to democratise the workforce, the end-to-end global mobility processes, and the power of community building through initiatives like the People Mobility Alliance fellowship. Additionally, it considers how empathy, personalization, and technological innovation are shaping the future of this dynamic field.

Building and Growing Community in Global Mobility

As the global mobility landscape continues to change, the need to build and grow a community of like-minded professionals is essential for driving innovation and collaboration. Promoting an environment of collective effort can help global mobility professionals stay ahead of trends and adapt to the demands of the technology driven age. Knowledge sharing in professional communities can help develop practices that are responsive to the challenges of global mobility.

In this regard, I am excited to be part of a new fellowship program being launched by the People Mobility Alliance (PMA), which aims to support young professionals in the field. As a fellow, I look forward to contributing to this community by sharing my experiences and learning from others who are equally passionate about the future of people mobility. This fellowship represents more than just a career opportunity; it’s a chance to be inspired by the collective knowledge of the community, and help shape the future direction of our profession.

Global Mobility as a Profession

I see global mobility as a vibrant profession with limitless potential. The landscape of global mobility is constantly shifting, and those working in this field need to be adaptable. For example, in recent years the scope of global mobility has expanded significantly. As discussed by Daniel Zinner in the Global People Mobility Insights Podcast, the focus of global mobility has shifted from merely managing strategic transfers to addressing a broader range of mobility types, including international remote workers, self-initiated transfers, and more nuanced forms of mobility (Krogmann & Zinner, 2023). This evolution has made global mobility an even more complex ecosystem in which factors such as cross-border collaboration and cultural integration interact to shape company culture and talent acquisition strategies.

This expanded scope is why we, as global mobility professionals, need to stay ahead of the curve. It is not just about moving people from one place to another anymore; it’s about understanding how these movements affect the broader organizational structure. For instance, the transformation from “HR Tech” to “People Tech” manifests itself in how we approach global mobility, making it more personalized and employee-centric (People Mobility Alliance, 2024).

This shift in focus reflects the broader trend of prioritizing employee experience in the global professional ecosystem. I believe global mobility professionals are key players in shaping the future of work by creating environments where talent can thrive across borders.

Legal Migration and End-to-End Global Mobility Processes

As I proceed in my career in global mobility, I have come to appreciate the intricacies of the end-to-end process of international assignments. This process extends far beyond merely moving people from one location to another; it involves an integration of different processes and project timelines, from initial planning and cost estimates to case assessments, compliance with tax and immigration laws, and repatriation.

Legal migration becomes a cornerstone of this process, ensuring that all transitions are fully compliant with the home and host country’s laws and regulations. However, it’s not just about legal compliance, it is about providing the right support system that addresses the human side of these transitions. The emotional and cultural adjustments faced by assignees and their families are just as important as the logistical details. As global mobility professionals, our role is not only to manage these complexities but to anticipate potential challenges and proactively offer solutions that make the process as supportive as possible for all parties involved.

In an increasingly globalized world, the ability to adapt to rapidly changing circumstances is necessary. Whether it is dealing with sudden changes in immigration laws or addressing unexpected personal challenges for assignees, our ability to remain flexible and solution-oriented is what ultimately defines the success of a mobility policy. By adopting a holistic approach that considers both the logistical and human elements, we can ensure that international assignments are not only compliant but also meaningful experiences for all sides involved.

Emerging Trends in Global Mobility

As the landscape of global workforces evolves, emerging trends are reshaping how young professionals view and engage with global mobility. One of the most significant developments is the increased investment in technology by companies to track the legal regulations, processes and knowledge management involved in global mobility workflows. Innovative companies are exploring AI-powered tools and data analytics to provide tailored support and maintain competitiveness in managing global talent mobility. This allows companies to be more informed in decision-making processes, though it also presents challenges for traditional professional services firms that must adapt to remain relevant.

Another emerging trend is the growing focus on the holistic well-being of employees during international assignments. Companies increasingly recognize the importance of supporting not just the expatriate but also their families, offering comprehensive relocation packages that cater to the specific needs of each assignee. This shift reflects a broader move toward personalized relocation experiences, where companies tailor benefits to ensure the well-being of their employees. As highlighted in the Decoding Global Talent 2024 Report, supporting expatriates and their families is essential for attracting and retaining top talent in a competitive market (People Mobility Alliance, 2024).

Finally, there is a noticeable emphasis on mobility for mobility specialists themselves. Experiencing the challenges and rewards of working abroad develops a sense of empathy and understanding, which are vital for supporting others in similar situations. Mobility specialists who have personally experienced international assignments are more adept at anticipating the needs and concerns of expatriates. For young professionals in the mobility field, international experience is not just beneficial; it’s often considered essential for career advancement. This trend also aligns with the broader shift among Gen Z professionals, who increasingly value international experience as a critical component of their career development (People Mobility Alliance, 2024).

The Role of Language Proficiency in Global Mobility

As these trends continue to shape the global mobility ecosystem, one factor remains important across all aspects of the field: language proficiency. The ability to communicate effectively across linguistic and cultural barriers is of great significance to the success of global mobility initiatives. This brings us to the importance of language proficiency in global mobility, not only for expatriates but also for those who facilitate their transitions.

For those working in this field, fluency in multiple languages allows effective communication with clients and assignees, leading to better support. The Benefits of Language Proficiency in Global Talent Acquisition report highlights that “language skills are vital for ensuring effective communication, particularly in global recruitment, where they enhance business outcomes and employee mobility” (People Mobility Alliance, 2024). Furthermore, the report emphasizes that multilingual employees help organizations to understand cultural nuances and build stronger relationships, thereby contributing to a more inclusive and culturally sensitive workplace (People Mobility Alliance, 2024).

However, while adopting a corporate language can streamline operations, it can also create barriers for individuals not proficient in that language. According to Kankaanranta, Karhunen, and Louhiala-Salminen (2018), multinational companies often adopt a corporate language to manage operations across linguistic borders, but this can lead to language becoming “a gate-keeping mechanism,” potentially limiting opportunities and contributing to inequality in the workplace (p. 331). This issue is particularly pertinent in the global mobility landscape, where language barriers can hinder a company’s ability to fully leverage global talent, leading to a less diverse talent pool.

Given these challenges, I believe there is a growing need for language training support for both employees and mobility professionals. The PMA report notes that companies investing in language proficiency gain a competitive advantage, as multilingual employees are better equipped to navigate cultural nuances and build strong international relationships, ultimately fostering a more inclusive environment where talent can thrive (People Mobility Alliance, 2024).

How Multilingualism Affects Communication

Being fluent in multiple languages significantly enhances communication abilities, particularly in the global mobility industry. Language proficiency enables professionals to interact more effectively with clients and assignees, providing smoother transitions and better support. According to the Effective Communication Strategies for International Teams report by PMA, effective communication within international teams is crucial, especially in today’s globalized world where cultural and linguistic differences often result in misunderstandings if not properly managed (People Mobility Alliance, 2024). This aligns with Gaibrois (2018), who notes that hybrid language strategies empower individuals by improving their communicative participation and expression, making the workplace more inclusive and empathetic.

For me, empathy is a significant characteristic of a global mobility professional since understanding different cultures can greatly influence client satisfaction. Research by Dewaele and Wei (2012) supports the notion that multilingual individuals often exhibit higher levels of cognitive empathy, which is crucial for effectively responding to the emotional states of others and fostering meaningful connections across cultural boundaries. The PMA report also emphasizes the importance of cultural intelligence (CQ) as a critical soft skill, noting that CQ comprises cognitive, motivational, and behavioral components (People Mobility Alliance, 2024). Therefore, it can be said that multilingual individuals are often better equipped to respond to the emotional states of others, fostering meaningful connections and trust across cultural boundaries. This heightened empathetic understanding not only improves direct communication but also strengthens long-term client relationships.

Language Barriers in Talent Acquisition

Language barriers can negatively impact talent acquisition processes by limiting a company’s access to top-tier talent. Indeed, focusing solely on specific language proficiency can cause companies to overlook skilled candidates who bring diverse perspectives and technical competencies. This could indirectly affect company culture and lead to a less diverse workforce, reducing a company’s ability to innovate and compete globally. Additionally, a diverse and multilingual workforce can enhance global communication and improve customer relations by providing a heightened sense of cultural agility, making it a strategic asset in an increasingly competitive industry of global mobility.

However, the adoption of a common corporate language, such as English, introduces its own set of challenges. While it aims to streamline team coordination and expand global market reach, this practice can alienate employees who lack fluency in the corporate language, leading to their exclusion from critical communications and decision-making processes (Tenzer & Schuster, 2015). I believe, to mitigate these issues and prevent the loss of valuable talent it is essential for companies to adopt more flexible approaches to talent acquisition. As Simon Rogers discusses in the Recruiting Talent for Global Mobility podcast, companies should remain open to candidates who may not meet every single criterion but possess transferable skills or other valuable knowledge that could contribute to success in the role (Rogers & Pathak, 2024). This flexibility in talent acquisition strategies can prevent the marginalization of skilled candidates and ensure that companies fully leverage their global talent pool.

Moreover, simply adopting a common language does not necessarily equate to improved language skills among employees. To effectively mitigate these challenges, companies must develop inclusive language policies that support a multilingual environment and prevent the marginalization of non-native speakers. Initiatives such as language learning programs and cultural sensitivity trainings can bridge communication gaps. By integrating these approaches, companies can harness the full potential of their global talent pool while maintaining an innovative organizational culture.

Millennials and Gen Z in Global Mobility

As a member of Generation Z, I belong to a generation that places a high value on experiences and personal growth, which is reflected in our approach to global mobility. For me, global mobility exists at the intersection of passion and purpose, where each day offers new opportunities to impact lives and shape the future of work. Our generation is uniquely positioned to influence the evolution of global mobility, bringing fresh perspectives, empathy, and a commitment to making this field more inclusive.

While Millennials often seek stability and steady career progression, Gen Z is more focused on flexibility and work-life balance. We are driven by a desire for meaningful work and global experiences that broaden our perspectives. This generational shift is influencing how companies design their mobility programs, with an emphasis on flexibility, digital solutions, and support for diverse work arrangements. For example, short-term assignments, project-based moves, and new mobility types such as workation as discussed in the Workation: From Trend to Corporate Culture podcast, are becoming more popular, allowing younger employees to experience new cultures without long-term commitments – an approach that aligns with our desire for flexibility and personal growth.

The impact of the COVID-19 pandemic has further accelerated these changes, leading to what Olaf Kliesow describes as a “game changer” for global mobility in the Insuring tomorrow – preparing for the future of mobility podcast with Mira Pathak. The shift towards remote work and the expectation for greater flexibility have transformed the relationship between employers and employees, making it essential for companies to offer more attractive and flexible work arrangements to retain talent (Kliesow & Pathak, 2024).

Millennials and Gen Z professionals in global mobility are highly career-oriented and seek opportunities that promise personal growth and skill development. Gen Z, in particular, values roles that offer flexibility, social responsibility, and innovative practices. To attract and retain talent from this generation, organizations should offer clear career progression paths, opportunities for international exposure, and inclusive strategies for talent acquisition and retainment. As digital natives, Gen Z expects their workplaces to be technologically advanced and innovative. Gen Z prefers companies that embrace digital tools, automation, and innovative practices to improve efficiency. Therefore, adopting and optimizing new digital solutions is important to retaining young talent. Inclusivity and diversity are also key values for Gen Z, which means advocating for policies that ensure equal opportunities regardless of gender, ethnicity, or background in employee or assignment selections.

Ultimately, I believe the drive for purpose-driven work is what sets Gen Z apart. We are not just looking for jobs – we are looking for roles that allow us to make a meaningful impact. As global mobility continues to evolve, companies that prioritize purpose, alongside flexibility and inclusivity, will be best positioned to attract and retain the brightest talent. In doing so, they will not only meet the expectations of the next generation but will also lead the way in shaping a more dynamic, inclusive, and innovative global workforce.

Why I Love Global Mobility

Global mobility isn’t just a career path for me – it’s something I genuinely care about. My passion for this field comes from a deep desire to connect people across borders and cultures. During my undergraduate years, I volunteered with refugees, helping them adjust to their new environments. These experiences taught me that empathy and understanding are key to people mobility, and they drive my commitment to contributing to this field’s future.

What I value most about global mobility is the human element. It’s the opportunity to make a real difference in people’s lives, to provide the support and understanding someone needs during what can be a stressful transition. While technology continues to revolutionize our field, particularly with the rise of “People Tech”, which combines digital efficiency with the essential human touch, it is crucial to remember that people are at the core of our work. People Tech ensures that despite the digital tools we use, the unique needs of each person are still met with empathy (People Mobility Alliance, 2024). Bridging this gap between digitalization and personal touch allows us to maintain the human connection that is at center of global mobility while still benefiting from the efficiency that technology brings.

Furthermore, what excites me most is the potential that global mobility holds for meaningful change in the global workforce. Technology has helped not only to modernize the management of international assignments but also to improve legal migration processes that are vital for a safe and regulated global economy. We, as global mobility professionals, can make international transitions more compliant and more accessible to a broader range of people. Global mobility is the gateway to building an inclusive global economy where talent is not constrained by borders, and everyone has the opportunity to contribute to and benefit from a globalized world.

As a young professional in this field, I am thrilled to be part of this transformative journey. There is so much potential to innovate and improve the way we manage global mobility, and I’m excited to work as a change-maker in this process to shape the future of this industry. Ultimately, my love for global mobility is about making a difference; whether it’s helping an expatriate with a simple regulatory process or providing tailored consultancy to a company that affects the employee experience. It’s about the stories behind the connections we make as global mobility professionals, and that’s what makes this profession so rewarding.

Educating Myself on Global Mobility

As a young global mobility specialist, I am committed to continuous learning and professional growth. In a field that is constantly evolving, staying informed is not just beneficial, it is essential. To ensure I remain up-to-date with the latest trends and practices, I engage with a wide range of resources. My foundational sources include Mercer’s Knowledge Center and KPMG’s internal and external reports, which offer invaluable industry data and global insights. These resources provide me with an understanding of current trends and challenges in global mobility.

In addition to these industry reports, I turn to academic publications such as the Journal of International Business Studies, the International Journal of Human Resource Management, and the International Journal of Cross-Cultural Management. These journals offer valuable research and data-driven insights and help me understand the broader implications of people mobility.

Beyond formal resources, I actively participate in several professional networks on LinkedIn. These platforms are a hub for global mobility professionals to exchange ideas, discuss challenges, and share solutions. Engaging with my peers through these networks broadens my perspective and keeps me connected to a community of professionals who are navigating similar challenges.

Finally, I believe in the importance of reflecting on my own experiences and lessons learned from past projects. By documenting these reflections, I try to identify areas for improvement and success patterns that I can replicate in future projects.

Perspectives on Professional Services Firms

Professional services firms play a critical role in the global mobility landscape by managing large volumes of assignees and multiple engagements simultaneously. However, there is a pressing need to balance operational excellence with empathy, which can sometimes be overlooked in the pursuit of scale. While the ability to manage large numbers of clients is a definite strength, it is equally important to ensure that each individual feels supported. To me, the essence of global mobility lies in human experiences – an aspect that is often overshadowed by the scale and operational focus of professional services firms.

Throughout my global mobility journey, I have observed that a personalized approach not only affects the experience for the assignee but also grows loyalty and satisfaction with the client. When assignees feel that their individual circumstances are understood and seen, they are more likely to have a positive experience, which in turn reflects well on the company and strengthens the client-firm relationship.

I believe that integrating empathy and cultural sensitivity into the work models of professional services firms can be transformative. The personalized touch often found in smaller mobility providers offers valuable lessons. These initiatives are often able to deliver a more individualized and empathetic experience, focusing on the unique needs of each client and assignee. Through a genuine client-centric approach, blending of scale and empathy could elevate standard practices into exceptional experiences, setting a new benchmark in the global mobility industry.

Conclusion

In the ever-changing landscape of global mobility, young professionals like myself are not merely adapting to change, we are actively shaping the future of this field. As I look ahead, I am excited about the potential to refine global mobility practices, making them more inclusive, effective, and responsive to the diverse needs of a global workforce. By continuing to learn, share, and grow within this dynamic field, I am committed to ensuring that global mobility not only moves talent but also nurtures it, contributing to the greater good of shaping a well-regulated and inclusive global workforce.

References

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Gaibrois, C. (2018). ‘It crosses all the boundaries’: Hybrid language use as an empowering resource. European Journal of International Management, 12(1/2), 82–110.Kankaanranta, A., Karhunen, P., & Louhiala-Salminen, L. (2018). “English as a corporate language” in the multilingual reality of multinational companies. Multilingua, 37(4), 331-351. https://doi.org/10.1515/multi-2017-0077
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Rogers, S., & Pathak, M. (2024). Recruiting talent for global mobility [Audio podcast episode]. In Global People Mobility Insights Podcast. Podigee. https://people-mobility.org/ep-18-recruiting-talent-for-global-mobility-with-simon-rogers-mira-pathak/
Tenzer, H., & Schuster, T. (2015). Language barriers in different forms of international assignments. Journal of International Business Studies, 46(3), 456-479.

Author: Karya Deniz Coşkun is a passionate young global mobility professional with nearly two years of experience at KPMG Turkey. Karya is an advocate for bridging cultures and supporting talent across borders, bringing fresh perspectives to the evolving landscape of global mobility.