5 Critical Takeaways from the 2025 KPMG Global Mobility Benchmarking Report

The global mobility landscape is experiencing profound transformation. KPMG's latest benchmarking report—based on insights from 456 multinational enterprises across 29 jurisdictions and 12 industries—reveals how forward-thinking organizations are redefining their approach to talent deployment in an era of economic uncertainty and rapid technological change.

Here are the five most critical takeaways that should shape your mobility strategy heading into 2025 and beyond.

1. Demonstrating ROI has become the number one challenge: 31% of global mobility leaders now cite demonstrating return on investment as their top challenge—a significant shift from previous years when cost management dominated concerns. While costs were a top priority for 39% of organizations in 2024, that figure has plummeted to just 18% in 2025, reflecting a fundamental reorientation toward value and performance measurement.

   This challenge is compounded by limited strategic involvement 62%: of respondents report that global mobility is "not at all involved" in advising on candidate selection for global assignments, with similar percentages showing minimal engagement in skills development and succession planning. Mobility teams must strengthen their strategic influence by demonstrating measurable impact on talent acquisition, retention, and deployment—making the business case clear through reliable data and analytics.

2. Policy Modernization Is Accelerating—But Communication Gaps Remain: 42% of organizations have conducted a comprehensive policy review in the past year, while another 32% plan updates within the next 12-18 months. This means nearly three-quarters of organizations are actively reassessing their mobility frameworks. The top drivers include evolving business unit needs (56%), external benchmarking of competitiveness (55%), and program cost considerations (53%).

   Organizations are expanding cross-border remote work options dramatically. 52% now offer short "workations" of less than 30 days per year, 29% allow arrangements under 90 days, and 23% have embraced permanent remote work arrangements. This growing flexibility helps organizations attract and retain top talent in competitive markets.

   However, a critical communication gap undermines these efforts. While 34% of respondents say their mobility strategy is being widely communicated, only 20%—just one in five—report that it is both widely communicated and truly understood by stakeholders. This disconnect highlights an urgent need to clarify the message and ensure mobility strategies are strategically linked to broader organizational goals.

3. AI Adoption Is Accelerating—But Data and Integration Remain Critical Barriers: 

   AI is moving from experimentation to operational reality. 43% of organizations are currently using AI to support operational tasks, while another 19% anticipate adopting AI within the next year. Looking ahead, 62% plan technology investments in the next 12-18 months—nearly double the 31% reported in last year's report.

   The primary driver is clear: 59% cite automating administrative tasks as their top implementation priority, followed by running complex calculations such as cost projections and payroll reconciliations (47%). This reflects mobility teams' desire to free themselves from transactional work and focus on strategic initiatives.

   However, significant barriers remain. A striking 72% of organizations indicate that reporting and analytics are still largely spreadsheet-driven, versus just 16% relying on analytics engines such as Microsoft Power BI and Salesforce Tableau. The top obstacles include data spread across multiple systems (55%), cost constraints (44%), and lack of data integrity (43%).

   What you should take away: organizations must prioritize data quality and integration before layering on more automation tools. AI's true impact will depend on clean master data and auditable rules, especially for calculations touching high-risk areas such as compensation, payroll, and immigration compliance.

4. 60% of Mobility Teams Now Sit Within Talent Management or Talent Acquisition: The report reveals that 60% of mobility functions are now anchored in talent management and talent acquisition, representing a decisive shift away from mobility operating as a standalone operational support function. This positioning increasingly frames mobility as a talent enabler, prioritizing speed-to-deployment and candidate experience without sacrificing compliance.

   This organizational alignment enables closer integration with workforce planning, leadership development, and strategic talent deployment. Organizations that successfully integrate mobility with strategic workforce initiatives are best positioned to compete for global talent and respond agilely to market opportunities.

   However, translating organizational proximity into strategic influence requires intentional effort. Mobility leaders must actively collaborate with talent teams on skills development, succession planning, and internal talent marketplaces to demonstrate strategic value beyond operational efficiency.

5. Short-Term Assignments Are Gaining Ground as Organizations Prioritize Agility: 70% of respondents are leveraging short-term assignments, often as a lower-cost alternative to traditional long-term moves. This trend signals a fundamental shift toward agile, project-oriented deployment strategies that deliver faster speed to value.

   This emphasis on short-term assignments reflects broader priorities around efficiency and demonstrating ROI. Short-term assignments allow organizations to respond quickly to business needs, test talent in new markets, and provide international experience without the cost and complexity of traditional expatriate packages. Modern mobility programs must accommodate diverse assignment types—from brief workations to permanent relocations—while maintaining compliance and delivering positive employee experiences.

The Path Forward

The 2025 KPMG report makes one thing abundantly clear: global mobility is no longer simply about moving people across borders—it's about enabling organizations to deploy talent in ways that drive competitive advantage. Mobility leaders expect the strategic value of their programs to increase from 6.0 to 7.1 out of 10 in the next 12-18 months, reflecting unprecedented momentum toward strategic alignment.

For mobility professionals, success demands embracing both operational excellence and strategic impact (#Stractical Mobility). Those who can demonstrate efficiency in service delivery while making meaningful contributions to broader business objectives will secure their seat at the strategic table—and help their organizations win in an increasingly complex global talent landscape.