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2024 Global Talent Survey

Driving value through strategic talent mobility

The mobile workforce is crucial to business success. Organizations are realizing the importance of Global Talent Mobility teams in aligning employee movement with HR and corporate strategies. Deloitte's 2024 Global Talent Mobility Survey emphasizes the need for teams to optimize ecosystems and integrate technology to do more with less.

The role of global talent mobility teams is evolving rapidly, and they must adopt a boundaryless HR mindset to keep up. This vision, outlined in Deloitte Insights' 2024 Global Human Capital Trends report, transforms HR from a specialized function to a co-created and integrated discipline. Leveraging this data can help organizations understand the priorities and aspirations of these teams, leading to an enhanced employee experience and greater well-being in a constantly changing global workforce landscape.

Key takeaways:


  1. The revival of business travel, coupled with heightened expectations for hybrid and remote work assignments, is driving many employers to proactively manage potential risks.
  2. As Global Talent Mobility teams gain more access to data, the demand for digitization becomes more apparent. Investing in progressive technology like Generative AI can reduce manual efforts, streamline operations, and improve business outcomes.
  3. Effective data integration is pivotal to the success of a vendor ecosystem. The ultimate objective is to streamline vendor management, enabling Global Talent Mobility teams to focus more on business advisory and strategic tasks.
  4. The expanded scope of the Global Talent Mobility function typically requires adaptability and potentially strategic restructuring to effectively manage a skills-based organization across borders.

Demographics, strategic placement, and operational frameworks


Deloitte’s Global Employer Services conducted a global survey to understand the landscape of Global Talent Mobility across various industry sectors and regions. The survey received responses from 114 participants, mainly Directors and VPs from Asia Pacific, Europe, Middle East and Africa, and the Americas regions. The Technology, Media, & Telecom sector was the most represented industry, comprising 18% of the responses, with the Consumer sector following closely at 16%. 

Almost 40% of respondents were from medium-sized organizations with a total employee headcount ranging from 10,000 to 50,000. Most respondents reported having between 101-500 mobile employees in a typical calendar year, indicative of a medium-sized program.

Team composition, alignment, and service delivery models


In relation to where Global Talent Mobility teams report to within their organization, the survey found that 43% of respondents primarily sit in Total Rewards, and for those whose team spans more than one function, HR Ops/Shared Services takes the lead, followed by the Tax function.

Travel patterns 


The survey explored travel patterns related to the distributed workforce, which revealed that two-way temporary assignments, defined as international moves for a set period, remain as the primary travel pattern (86%). Most respondents (68%) indicated a focus on "Business Travelers" for future travel patterns, with "International New Hires" following closely. This aligns with the increase in face-to-face interactions since the COVID-19 pandemic.

Vendor support 


When examining the role of vendor support in Global Talent Mobility, 44% of respondents said they were satisfied with their current model, while 18% anticipate an increase in outsourced support in the next two years. Among Global Talent Mobility teams that outsource vendors, 63% prioritize technical expertise in the areas of tax and immigration. Find out more in our full report.

Program priorities 


"Business Partnering" was viewed as the most important priority for shaping Global Talent Mobility programs, reflecting the strategic role of Global Talent Mobility teams in achieving their organization’s objectives. Effective collaboration and alignment between different parts of the organization is also crucial in an increasingly global environment. 

More than half of respondents chose "Operational Excellence and Efficiencies" as the strategic initiative they most want to advance, as organizations are continuously seeking ways to improve performance, reduce costs, and streamline processes. Read more in our full report.

Technology enablement 


In taking a closer look at the technology that powers Global Talent Mobility, the survey highlights the prevalent use of vendor and HRIS systems. Organizations aim to optimize their existing technologies in the next two years to address the complexities of a dispersed workforce. Respondents plan to supplement, connect, and optimize their tech to create flexible environments that serve diverse fact patterns. 33% of organizations plan to invest in Generative AI for future Global Talent Mobility enablement, which can be pivotal in enhancing the employee experience and creating efficiencies. 



Deloitte's survey shows that Global Talent Mobility teams remain increasingly integral in shaping the future of work and business. As talent marketplaces become more global and HR becomes boundaryless, these teams are transitioning to a cross-functional discipline and adopting a more collaborative approach. This shift emphasizes the pivotal role of Global Talent Mobility teams in driving progress towards a more interconnected, global work environment.

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