Why Does an "Evolved" Mobility Function Matter?

According to EY’s Mobility Reimagined Survey (highlighted by WERC), only half of employers say it’s easy to find global talent, and three-quarters report it takes over a year to fill senior roles. The suggested solution? Elevating mobility into a strategic driver rather than a transactional function.

The authors in this article from WERC use the term "evolved" to signal a shift from traditional, reactive mobility functions toward ones that are proactively integrated with business and talent strategy, empowered by technology, and agile enough to meet today’s complex global demands. It implies a maturity model, where mobility has advanced beyond operational execution to become a strategic enabler of workforce and organizational goals.

What does an evolved mobility program look like?

EY identifies five core characteristics that define an evolved mobility function:

1. Strategic Alignment: Tightly connects mobility to broader business and talent strategies.
2. Talent Linkage: Supports workforce planning, skills deployment, and succession planning.
3. Digital Focus: Embraces technology and data-driven insights to power decisions.
4. Flexibility: Adapts to shifting organizational, market, and employee needs.
5. External Expertise: Leverages vendors and partners to enhance scalability and value.

Programs that exhibit these traits are 3.7 times more likely to mitigate medium-term talent shortages and 1.8 times more likely to drive business growth, according to the report. The article shares that more evolved mobility programs are invested in outsourcing and technology to drive efficiencies that reduce cost while boosting employee experience and impact. The reality is that cost control remains a top priority for mobility leaders. The report found:

• Most organizations are outsourcing an average of four mobility functions.
• Two-thirds plan to increase investment in mobility tech and digitalization, driven by the promise of automation, efficiency, and improved employee experiences.

Balancing risk and experience

Evolved mobility functions demonstrate higher awareness of risks—including tax, immigration, cybersecurity, and assignee safety. This risk-savvy mindset correlates with stronger employee experiences. For example, 85% of employees say assignments are life-changing and nearly 50% say it makes them more likely to stay with their employer. To achieve these positive outcomes, evolved teams are also 3.4 times more likely to revise rewards frameworks to better meet the needs of mobile employees, further integrating mobility into total talent value propositions.

Why “evolving” matters for talent strategy

When mobility functions evolve, they become instrumental to:

• Accelerating time-to-fill for critical roles.
• Enabling skills-based workforce strategies.
• Supporting global expansion with agility and resilience.
• Enhancing the employee value proposition through purpose-driven, tech-enabled experiences.

Final takeaway

EY and WERC suggest that the call to action is clear: organizations must reimagine mobility as a strategic lever rather than a logistical service. Those that do will be better equipped to attract, deploy, and retain global talent, fueling their competitive edge in the future of work.