Customization, Creativity Driving Workplace Talent Mobility Strategies

Remote work over the past several years has undoubtedly impacted the magnitude of workplace talent mobility programs, including worker location placement and relocation. However, with more employers requesting that their employees work from the physical office, either part-time or full-time, such policies and benefits do warrant some visibility.

Atlas Van Lines’ recently released Corporate Relocation Survey, the U.S.-based moving company’s 58th annual study, revealed a decline in formal relocation policies over the past year. However, the survey showed many employers are offering more customized relocation packages and procedures. With that, relocation volume and budgets were actually up in 2024, and 63% of surveyed employers reported their 2025 relocation budgets are higher year over year.

For the survey, 558 employers from more than 20 industries — all involved in regional, national and international relocations within the past two years (or planning to relocate employees in 2025) — completed an online questionnaire in late 2024 and early 2025. Nearly 7 in 10 respondents employ 500 or more workers.

Transcending the Trends

Atlas’ research identified a variety of factors influencing the recent trends.

• Return-to-office (RTO) initiatives are, of course, primary. Atlas’ study found the number of in-person workers doubled, from 34% to 68%, in 2024, and fully remote work declined from 44% to 17%, suggesting heightened relocation demand as employees are required to reside closer to assigned offices.
• Business and job environments also played prominently. The survey found that while a tight real estate market and high mortgage rates were mobility obstacles, a hiring pullback and a lack of qualified local job candidates forced employers and workers to be more open to relocation. An increased number of Atlas survey respondents said a dearth of local talent was impacting their hiring decisions (29%, versus 27% in the prior year’s report).
• Family obligations remained the leading cause for workers declining relocation offers. This has been the most common answer from 2013 to 2021, and after a brief period in second place, it returned to the top spot in the 2024 data. However, changing work preferences, cost-of-living concerns and the ability to maintain a desired quality of life are forcing some workers to reconsider the merits of relocation.

Organizations are taking these and other factors into account while morphing their talent mobility approaches.

“It is more important than ever for businesses to understand and adapt to the evolving needs of their employees,” said Jack Griffin, the chairman and CEO of Atlas World Group, the parent company of Atlas Van Lines. “In this year’s report, we see a significant shift away from one-size-fits-all relocation policies toward more innovative, customizable approaches, creating opportunities for businesses and employees alike.”

Traversing a Two-Way Street

Vince Cordova, a partner at Mercer who specializes in workforce mobility, said his company’s 2025 Talent Mobility Outlook Spot Survey found a majority of mobility professionals anticipate activity will either remain stable or increase for certain types of assignments.

He noted the Mercer survey indicated organizations expect significant growth in shorter-duration job assignments (e.g., business travel, rotational positions, finite-term project work) as well as indefinite-length assignments (e.g., one-way transfers, non-national hires).

“This trend appears to be a response to the high levels of global uncertainty that many organizations are currently facing,” Cordova said, adding that shorter-term deployments allow employers to quickly assess and adapt to rapidly evolving changes impacting their business.

“Simultaneously, organizations are seeking opportunities to build capacity, and employees are seeking opportunities in [employer] locations that offer greater stability and security,” he explained.

When it comes to how RTO initiatives impact the data and trend, Cordova said organizations committed to this strategy face a risk that some currently remote employees may consider their external options.

“To address this challenge, some organizations are customizing relocation packages to incentivize key talent who have moved beyond a typical commuting distance to relocate back to the office,” he said.

For example, tailored packages often come at a lower cost compared to traditional full-relocation offerings and typically include some form of transitional support. With that, Cordova added, this approach not only helps retain valuable employees but may facilitate a smoother transition back to the workplace, aligning with the organization’s RTO goals while being mindful of budget constraints.

From a total rewards (TR) budgeting perspective, Cordova explained the overall cost of relocation — including moving expenses, temporary living arrangements and home-sale support — has been significantly impacted by inflation and is notably higher now than in the pre-pandemic period.

Additionally, Mercer’s report shows a related funding shift. As organizations are spending less on long-term assignments and tax equalization, and more on business travel, short-term assignments, one-off moves and non-national hires, Cordova explained a new budgetary focus on addressing RTO-initiative fallout includes funding to assist current employees returning to the office, as well as relocating new hires to fill positions left vacant by departing employees.

“This evolving landscape reflects the need for organizations to adapt their relocation strategies and budgets to meet the changing demands of the workforce,” Cordova said.

Leading Practices and Practical Advice

So, what does it all mean for related TR benefits? How does this compare with pre-pandemic benefits? And, are employers offering greater or reduced related benefits?

“Smart organizations are taking a balanced approach, ensuring higher-cost packages are exclusively reserved for relocations that will have a substantial ROI,” Cordova said.

For other move types, he said it means retaining the most meaningful benefits (those that support duty of care and compliance) and supplementing them (selecting those that enhance the employee’s relocation experience) to balance worker needs with organizational cost-efficiency.

According to Cordova, simplification and flexibility are leading practices in this area.

“While these concepts may seem contradictory, the truth is that each relocation is unique, and attempting to create a one-size-fits-all total rewards package will likely fall short,” he said. “Instead, organizations should focus on the financial value and employee experience they wish to deliver to relocating employees.”

To achieve this, Cordova said it’s essential to communicate benefits clearly and simply, ensuring incumbent employees and new-hire candidates truly understand their options.

“Additionally, incorporating flexible approaches allows employees to tailor the support they receive to meet their specific relocation needs,” he said.

Alicia Scott-Wears, a content director at WorldatWork, said a critical consideration in today’s overall mobility scenario is how RTO mandates risk clashing with the existing momentum behind flexible work arrangements.

“Savvy organizations are balancing structure with flexibility and mobility, creating frameworks where even cross-border flexibility is accessible though not automatic,” she explained, adding that mobility-related costs have shifted — some traditional expatriate packages have become less common and self-initiated global mobility has surfaced.

“With this, TR budgets are now accommodating stipends, digital work infrastructure and compliance support for globally mobile remote workers,” she noted. “In many cases, it can be cost-neutral and yet more impactful.”

According to Scott-Wears, the bottom line is leading employers treat global mobility as a blend of talent strategy and employee experience.

“Smart employers invest in lightweight infrastructure such as location limitations, remote work playbooks and visa guidance,” she stated. “Talent mobility isn’t an exception, it’s an advantage.”

Editor’s Note: Additional Content

For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics:

• Employee Benefits
• Employee Experience
• Total Rewards