5 Things Corporate Mobility Teams Should Know About the 5-Year Housing Market Forecast (2025–2030)

As global mobility professionals work to align talent strategies with real estate realities, the U.S. housing market will continue to play a central role in relocation success. Mobility teams need to keep a sharp eye on how the housing landscape influences whether employees view relocation as an “opportunity” or a headache. 

Recent U.S. News housing market predictions, along with insights from NAR Chief Economist Lawrence Yun, shed light on what's ahead: a mix of near-term friction and longer-term potential. 

Here are five key takeaways for corporate mobility and relocation programs navigating the housing landscape between now and 2030:

1. The Lock-In Effect Is Easing—But Not Over: The so-called “lock-in effect,” where homeowners stay put because of low existing mortgage rates, has been a major barrier to mobility. In late 2024, 82% of U.S. mortgage holders had rates below 6%. That figure is expected to decline to 75% by the end of 2025, signaling a gradual release of inventory. Employees may still be reluctant to move if it means giving up historically low mortgage rates. To help bridge this psychological and financial hurdle, mobility programs may want to consider mortgage rate buydowns, loss-on-sale support, or enhanced rental assistance. 
2. Housing Affordability Will Stay Tight, Especially for Entry- and Mid-Level Talent: Even as inventory builds, homeownership remains elusive for many. Mortgage rates are expected to average between 6% and 6.5%, which keeps homebuying out of reach for younger employees or those relocating to expensive metro areas. Expect continued demand for rental support and longer stays in temporary housing. For employees looking to buy, programs offering closing cost assistance, down payment matching, or pre-decision counseling can make relocation feel less like a leap of faith and more like a grounded decision. And don’t ignore what employees are saying; understanding their perceived barriers is key to getting them to "yes."
3. A Market Rebound Is Expected in 2026—Be Ready: Despite a slower 2025, Yun forecasts a strong rebound in 2026, with a 13% surge in existing-home sales and continued growth in new-home construction. He points to stabilizing mortgage rates, strong job creation, and consumer adaptation to new rate norms. Mobility teams should consider preparing now for increased relocation volume starting in late 2025 into 2026. This is the time to re-evaluate program readiness—especially home finding, real estate agent support, and local vendor capacity. The more flexible your program, the more likely it is to meet talent needs and support critical hiring and onboarding goals. 
4. Inventory Constraints Will Vary by Market—Local Knowledge Matters More Than Ever: While national trends show improvement in inventory, availability remains highly localized—with some metro areas still experiencing tight resale supply and others seeing modest increases. New construction may technically boost inventory levels, but in relocation, resale properties remain the primary path, and access is often limited by seller hesitancy and regional turnover patterns. Rather than steering employees toward builder inventory, companies should focus on partnering closely with real estate brokers who understand regional dynamics, relocation timelines, and employee needs. In constrained markets, having a local agent who can tap into off-market listings, negotiate favorable terms, and guide candidates through tradeoffs will be far more impactful than relying on generic listing portals or unfamiliar builder reps.
5. The Home Search Process Is Getting Harder, Not Easier: Real estate listing platforms are becoming less centralized. The days of one-stop portals like Zillow or Realtor.com providing complete market visibility may be ending, with listing fragmentation increasing across local and proprietary platforms. Expect relocating employees to need more home-finding support. Investing in destination services, local agent connections, and market orientation tools will reduce stress and accelerate decision-making for relocating talent.

While the housing market of 2023–2024 was defined by volatility and constraint, the coming years are expected to offer a more stable and balanced—but still complex—landscape. As Yun puts it, “The worst is likely behind us,” and 2026 may bring meaningful momentum.

For mobility teams, this means:

• Consider supporting short-term affordability challenges with flexible housing benefits.
• Plan now for upcoming relocation demand spikes, especially if RTO is in your corporate vocabulary.
• Look at enhancing employee support in fragmented, high cost local market environments.

The organizations that succeed in this environment will be those who understand the connection between housing dynamics and talent mobility—and build mobility programs that reflect both.