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This session by Michael Piker from Shiseido will be adressing talent mobility through both a long-term and highly current lens.
Michael will first reflect on how global mobility has evolved over the past 30 years, and then zoom in on a hot topic for today: how geopolitical tensions are increasingly shaping talent mobility and likely will continue to do so for years to come.
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Key take-aways:
Global mobility is entering a new phase where geopolitics, family realities, and cost pressure converge directly with business execution. The session highlighted that reluctance to move is no longer anecdotal but structural, and that traditional mobility assumptions (long-term assignments, predictable repatriation, “safe hubs”) no longer hold. Mobility leaders are increasingly required to act as risk translators between global instability and business demand.
What emerged clearly is that mobility will continue—but in different forms, with greater scrutiny on who moves, where, for how long, and under what conditions. Organizations that adapt governance, family support, and decision frameworks early will be better positioned to sustain talent flows in an unstable world.
- Reluctance to move is now a business risk, not a soft signal.
Assignment declines, longer decision cycles, and early repatriations are rising across regions. Treating “employee reluctance to move” as a measurable metric helps organizations anticipate delivery gaps, explain constraints to the business, and reposition mobility as a resilience function rather than an administrative service. - Family considerations—especially children’s disruption—drive mobility outcomes.
Beyond dual careers and elder care, disruption for children and perceived safety have become decisive factors. Early returns are overwhelmingly family-driven. Mobility programs that fail to address schooling, childcare, and contingency planning face higher failure rates regardless of compensation levels. - Permanent transfers are not automatically simpler or cheaper than assignments.
The shift toward permanent and serial permanent moves can replicate cost and introduce new risks, including visa vulnerability, weaker repatriation options, and employment law exposure. Without a clear talent rationale, these models may shift disproportionate risk to employees and erode trust. - Geopolitical risk is uneven and requires region-specific playbooks.
Risk manifests differently across MEA, APAC, LATAM, the US, and conflict zones. “One-size-fits-all” mobility policies are no longer effective. Regionally tailored approaches to duty of care, immigration, insurance, and compensation improve decision speed and credibility. - AI is emerging as a practical enabler, not a future concept.
Early use cases—cost modeling, ROI scenarios, policy Q&A, and family support—show potential to reduce operational strain and improve acceptance without simply increasing allowances. Small, bounded pilots can already add value in a cost-constrained environment.
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