2026+全球人力资源派遣调查报告+Global+Talent+Mobility+Survey

GLOBALTALENT

insidethe

global

mobilitymaze:

tech,travel,and

tomorrow’sworkforce

globaltalent

mobility

survey2026

FULL

REPORT

shortontime?

Getthehighlightsinour

ExecutiveSummary

.

globaltalentmobilitysurvey2026

insidetheglobalmobilitymaze:tech,travel,andtomorrow’sworkforce

OurbiannualGlobalTalentMobilitySurveyReport2026takesyoutotheheartoftoday’srelocation

realities—whereeconomic

headwinds,rapidinnovation,

andthequestforagreat

employeeexperiencecollide.

Withinsightsfrom83industry-spanning

mobility,HR,andpeopleleaders,we

untanglethetwistsandturnsofglobal

mobilitythroughtried-and-truesurveytopics(think:costpressures,flexmobility,tech-poweredsolutions)aswellasfreshquestionslikewhatreallydefines

relocationsuccessandwhichperksareofferedtoC-suiteandexecutive

employees.

Ourdataspotlightsasectorinmotion,poweredbyarelentlessfocusonboth

movingpeoplesuccessfullyandachievingwiderorganizationalgoals.

thankyoutoeveryonewhocompletedoursecondglobaltalentmobilitysurveyandsharedtherealstoriesandexperiences

shapingthefutureofourindustry

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT2

fdp

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movevolumestoandfrom

where

53%

europe,

themiddle

east,andafrica

63%

americas

78%

asia-pacific

49%

29%

17%

1%

globalmobility/relocation

hr/people/talent

compensation&benefits/totalrewards

other

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT3

1

rgy/oil

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%

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24%

high

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ene

%

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GLO

BALTA

LENTM

OBILITY

SURVEY

2026:F

ULLREP

ORT

4

programsize

international(cross-border)movevolume

Lessthan100moves

54%

5011,000moves

10%

100500moves

28%

1,000+moves

8%

intra-country(domestic),non-USmovevolume

Lessthan100moves

48%

5011,000moves

11%

100500moves

21%

1,000+moves

7%

0moves

13%

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT5

unlockyourvipwebinarpass

Gainanearlyinvitetoour

upcomingwebinar,sharingthe

latestCartusresearchEmail

cartussolutions@cartuscom

with“webinar”inthesubject

foryourgoldenticket!

s

e

m

ps

a

nd

g

re

e

n

l

ts

mobilityvolumeinthelast2years

what’sdrivingmobilitytrends?

35%

increase

Whetheryourcompany’smove

volumehasbeengoingup,

down,orstayingthesame,

youaren’talone:Thisis

oneofseveraltopicsinthesurveyfindingswhere

31%

stable

therealityforcompanies

issplitfairlyevenly.As

manycompaniessaw

anincreaseinvolumein

decrease

34%

thelast2years(35%)asexperiencedadecrease

(34%),while31%reportedvolumeasstable.

topreasonsformobilityactivityincreasingoverthepasttwoyears

20262024

1talentnotavailable

locally

1expansionintodifferent

markets

2companygrowth

2companygrowth

topreasonsformobilityactivitydecreasingoverthepasttwoyears

2026

1costcontainmentstrategy

reducedsupport/interest

2inglobalmobilitybythewiderbusiness

2024

1costcontainmentstrategy

2

reducingvolumeindifferentmarkets

pedbuigh

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT6

reasonsforrelo

Beyondcostandcompanygrowth,it’sinterestingto

seethat“fewerremoteworkers”rankedthirdamong

thekeyreasonsforadipinmobilityactivity.Rightbehindthat,having“morelocaltalentavailable”tookfourth

place,while“sluggishcompanygrowth”roundedout

thelist.Ontheflipside,forthe35%ofcompanieswithmoremoves,“mergerandacquisition”wasamajor

driver—tyingrightbacktothetopspot:“expansionintonewmarkets.”

locationmatters

Aninterestingtakeawayfromthefindingsisthatsome

whatelse

isdrivingadecline

inmoves?

•fewerremoteworkers

•morelocaltalentavailable

•sluggishcompanygrowth

companiesandindustriesarenotfindingthelocalskillsandtalenttheyneedinthecountrieswheretheydo

business,whileothersare.Thetypesofskillsrequiredandtheiravailabilityincertainlocationsaffectmovevolumeacrossallindustries.

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT7

whereintheworld

topfivenewdestinationcountries:

#3canadauk#3

greatestmobility

challengesbylocation

•Immigration:China,Europe,UnitedStates

•Locallaws:Brazil,India,Switzerland

•Housing/compensation/culture:

China,Mexico,UK,Vietnam

#1mexico

saudiarabia#3#2india

2026vs.2024

Just2yearsago,Vietnamwasthehotnewrelocation

spot,leadingthepackaheadofAustralia,Malaysia,andSingapore.Fast-forwardto2026andnotoneofthesedestinationsmakesthetop5.Infact,Vietnamhas

shiftedtooneofourmostchallenginglocationsfor

2026,with“competitivetalentlandscapes”,“languagechallenges”,and“immigration”reportedaspossible

obstacles.

canadarelocationwatch-out

Canadaisimplementingsignificanttemporary

residentreductions

underits2026–2028ImmigrationLevelsPlan,targetingadropfrom~7%ofthe

populationtobelow5%by2028.Workpermit

volumesarebeingmoderated,withstricterrulesforlow-wageandshort-termroles,whilehigher-skilled

assignmentsremainprioritized.Organizationsshouldanticipatetightercompliancerequirementsandlongerleadtimesforinternships,short-termprojects,and

certainconstructionroles.

indiarelocation

getyourguidetoday

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT8

mobilitymastery

navigatinghurdlesandharnessingopportunities

keyglobalmobilitychallenges

risingmobilitycosts/immigration(tied)

extendedbusinesstravelersorremoteworkers

achievingamoreflexibleapproachtomobility/calculatingmobility

roi(tied)

improvetheemployeeexperience

compliance

improvein-housemobilityprocessesandoptimization

keyglobalmobilitypriorities

2

2

3

3

1

1

experiencemattersmost

Employeeexperiencecomesuprepeatedlythroughoutthisreport.Forexample,itisthetopreasonwhymorethanhalfofcompaniesplantoreviewtheirpolicies

in2026.

Wealsoseethekeypriority—theneedtoimprove

in-houseprocessesandprogramoptimization—asthefoundationneededtosupporttheother2priorities,

improvingtheemployeeexperienceandstrengtheningcompliance.

challengeoverload

Thisyear’ssurveyservesupabuffetofchallengeswith5inthetop3alone!Companiesarejugglingawidemix,

butimmigrationheadachesandrisingmobilitycostshaveleapfroggedtothefrontoftheline.Hotontheirheels?

Extendedbusinesstravelers(EBTs)andremoteworkers.

Withcomplianceakeypriority,it’snoshockthat

immigrationandbusinesstravelersandremoteworkersarehurdlestoclear.

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT9

here’sthekicker

TheresultsfromtheCartusGlobalTalent

Businesstravelersareexpectedtobethemost

commonmobilitymovein2026,accordingtoourrespondents,edgingoutlong-termandshort-termassignments(seepage11).WithEBTsaleadingchallenge,mobilityprogramownerswillhavetheirworkcutoutforthemintheyearahead.

MobilitySurveyreinforcewhatwehave

beenseeing:mobilitychallengesrepresent

aseriesofincreasinglytightlyinterlinked

pressures.Whileimmigrationcompliance

continuesmovingtotheforefront—driven

bygovernmentassertiveness,intensified

focusonflex

enforcement,highercosts,andgreaterpolicyvolatility—ever-growingrelianceonbusinesstravelers,extendedbusinesstravelers,and

remoteworkersisamplifyingriskrather

Flexibilityalsocontinuestobepartofthemobility

narrative.Achievingamoreflexibleapproachranksasboththethirdgreatestchallengeandthefifthhighestpriorityin2026.Flexibilityisalsooneoftheleading

motivationsforcompaniestoreevaluatetheirpoliciesthisyear.Clearly,flexibilityiseverywhereandremainsanessentialtopicforHRandmobilityleaderstopay

attentionto.Caseinpoint:Nearlyhalfofallcompanies(48%)havealreadyembraced,oraregearingupto

introduce,flexiblemobilitypolicies.Another23%arecontemplatingit.

thanalleviatingit.Asorganizationslookto

recalibratetheirmodels,somemightchoose

tofavorshort-termandbusinesstravelfor

speedandcostcontrols,butwithoutstrong

governance,theseapproachesexpose

employerstocompliancegapsatpreciselythemomentscrutinyisrising.Thebigimplicationsfor2026include:

financial/businesscenters,particularlyintheUnitedStates,wherefrequentpolicychanges,increasedenforcementactivity,andcostincreasesintersect.

•Complianceactingasastrategic

constraint,notjustanadministrative

one,requiringtightertracking,clearer

travelercategorization,andincreaseddatagovernance.

•Closeralignmentbetweenimmigration,

mobilityandbusinessplanningasthis

directlyshapesbusinessagility,workforcedeployment,riskexposure,andmarket

access.

–PatrickO’Leary,Director,Fragomen

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT10

48%

haveembracedorare

consideringflexible

mobility

•Immigrationriskconcentratedinmajor

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT11

businessonthego:whichmoveswill

rule2026?

Businesstravelerstands

outasthemostanticipatedmobilityactivitythisyear,whichisn’tsurprising.

Businesstraveltouchesamuchlarger

partofacompany’semployeepopulationthanothermobilitytypes,andwhile

itdoesrequiretaxandimmigration

oversight,itisgenerallylesscomplexandcostlythanassignmentsortransfers.In

manyways,businesstravelisacategoryuntoitself.

businesstraveler

international

short-termassignment

intra-country

international

long-termassignment

repatriation

73%

66%

64%

63%

55%

mostanticipatedmovesfor2026

Whathaschangedishowcloselybusinesstravelnowalignswithothermobilitytypesthroughshared

governance,includingareassuchas:

•Travelertrackinganddutyofcare

•Cross-bordertaxandimmigrationcompliance

•Oversightofremoteworkandextendedbusinesstravel(EBT),whichmanycompaniesnowmanageundertheumbrellaofmobility

Whenlookingatthetop3mostanticipatedmovesthis

year,weseeatrendtowardslessexpensivemoves

comparedtotraditionallong-termassignments,with

internationalshort-termassignmentsandintra-country

movesinsecondandthirdposition.Aclearconnection

existsbetweentheseresultsandcostcontainment,whichwascitedasthemainreasonforcompaniesreducing

mobilityactivity.Additionally,risingmobilitycostswerenotedasoneoftheleadingchallengesinglobalmobility.

prioritymoves

Whenaskedwhichtypesofmovesareapriorityfortheircompany,responsesindicatedthestateofchangeinthemobilityindustry.Althoughnostrategy

rankedvastlyhigherthanthenext,thetop3paintacollectivepictureofhowemployeesandtheirfamiliesaretreatedduringamove.

1managedmove

Thehighest-rankedpriorityisthemosttraditional

approachtorelocation,likelyduetorespondents’strongfocusonemployeeexperienceandthechallengeof

increasedprogramflexibilitythisyear.

2core/flex

InourexperienceatCartus,thisisthedirectionweseemostmobilityownerstakewhentheydecidetoupdateorinnovatetheirprograms.Acore/flex

modelallowscompaniestoincludeessentialbenefitslikedutyofcare,immigration,tax

compliance,andassigneesupportas“core,”

whileofferingflexibleoptionstailoredtoemployees’personalpriorities—allwithpredictablecosts.

3lumpsum

Cashinlieuofbenefitsiscommonfor

domesticrelocationsofearlycareer

employeesandinternsorfor(seemingly)simplemoves.Employeeshavefull

controloverhowtospendthelumpsum,

andcompaniesbenefitfrompredictable

costs.However,manystruggletoassess

programeffectiveness,mayoverlook

productivitylosswhenemployeesspend

timemanagingtheirownrelocation,and

facedifficultiesbenchmarkinglumpsums,ascoveredexpensesvary.Accountabilityisalsounclearifproblemsarise,andthe

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT12

processcanbestressfulforemployeeswhoarenotrelocationexperts.

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT13

high-touchmovesforexecutivetalent

Inatimewhentalentacquisitionandretentionareacorebusinessimperative,theabilitytoattractandretainexceptionalleadershipisacompetitiveadvantage.

Combinethisrealitywithtoday’schallengesof

motivatingfamiliestomoveacrossacountryorborders,andC-suiteandexecutiveemployeesoftenrequiretheirownnuanced,bespokestrategiestosecurerelocation

acceptance.

Thisyear’ssurveyaskedcompaniestoidentifythemovebenefitstheyprovidetothismission-criticalpopulation.Ourfindingsshowthattheleading2benefits,dedicatedrelocationadvisor/VIPserviceteam(61%)and

treioncesouersenloyecu

52

61%

Customizeeloionp

Dedicatedreltio

customizedrelocationpackages(52%),involveahigh-touch,concierge-styleapproach.

priceyperks

Atatimewhencostcontainmentisapriorityformost

companies,VIPpopulationsappeartobetheexception.Priceyperksmakethelist,too:36%supportpremiumhousing,and28%helpexecswithschoolsearches.

Still,nearlyaquarterofcompaniesskipspecial

Premiuhousin

36

28

Privatehoo

treatment,maybebecausetheircultureismorefocusedonequitythanhierarchy,ortheyjustdon’tmovemanysenior-levelorexecutiveglobaltalent.

ha

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GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT14

measuringthe

move:whatmakesarelocationshine?

Relosuccesscomes

frommanymovingparts,

notjustonemagicmetric.

That’swhytrueprogram

winsrequireteamworkand

lotsofresourcesworking

inharmony.

Theforemostpriorityformobilityprofessionalsin2026isimprovingin-housemobilityprocessesand

optimization.

Acloselyrelatedpriorityisimprovingtheemployee

experience.Thisyear’ssurveystrovetoansweranew

questionthatalignswithbothprogramoptimizationandemployeesatisfaction:Whichmetricsmosteffectivelydefinethesuccessofarelocationprogramforyour

organization?Responsesasfollows:

86%

operationalefficiency

(e.g.,on-time,on-budget,

immigration

andcompliance)

82%

employeesatisfaction

(e.g.,employee/family

feedback,cultural,

personaladjustment)

82%

businessimpact

(e.g.,assignment

objectivesmet,improved

leadershipormarket

presence)

57%

talent

outcomes

(e.g.,employeeretention

post-assignment,

careergrowth)

Asyoucansee,respondentsspreadtheirvotespretty

evenlyacrosstheboard,andifyou’vebeeninglobal

mobilityforawhile,youprobablyjustnodded!Relosuccesscomesfrommanymovingparts,notjustonemagicmetric.That’swhytrueprogramwinsrequireteamworkandlotsofresourcesworkinginharmony.

wwwwwww

wwwwwww

www

whatgetsinthewayofachievingrelosuccess?*

limitedinternalresourcesnrs

costandbudgetconstraintsweakvalueproposition

unclearstrategy,metrics,androi

employeeexpectationsandexperience

planningandlifecyclemanagementgaps

decentralizationandinconsistency

fragmentedsystemsanddata

vendorandservicechallenges

ofmobility

*Collatedresponsesfromopen-endedquestion

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT15

efficiencyiskey

Operationalefficiencywearsthecrown,echoing

whatwelearnedearlierinourmobilityprioritiesand

challengessectionpage9:Fromimmigrationheadachestotaxcompliance,thesenuts-and-boltschallengesaretopofmindin2026.

talentmatters

Don’toverlooktalentoutcomes.Evenasthelowest-

rankedfactor,itscoredavotefrommorethanhalfof

respondents.It’sareminderthat,whileprocessisking,peoplestillmatter.Plus,noticehow“improvingthe

employeeexperience”sitsrightbeside“operational

efficiency”onthekey2026prioritylist.Deepdiveintothistopiconpage31,“MobilityROI”.

biggestbarrierstoachievingrelosuccess

surveyrespondents

fragmentedandmanualprocesses,limitedin-houseresources,and

balancingflexibilitywithcompliancerequirements

lackofinternalresources(i.e.time)

identifyingkeyinternalmetricsthatwilldefineasuccessfulmovebasedon

position/location

risingemployees’expectations,risingcosts,legislativeandgeopolitical

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16

frombudgetsto

benefits:getting

themostbangforyourmobilitybuck

tuneintoseason5of

cartus’mobility

matterspodcast

,

launchinginmarch2026,

wherewe’lldivedeeper

intothistopic

risingmobilitycostswereidentifiedasoneofthetop

3challengesfor2026

Followingarethekeyconsiderationstoachievecostsavingsinglobalmobilityprograms:

1.Administrativeprocessimprovements

2.Restructureorredesignpolicy

3.ITenhancements/integration

Whenitcomestowatchingthebottomline,every

dollarcounts,andcompaniesaregettingcreative

withcostcontrol.Oneofthestandoutstrategiesthat

companiesusetomanagecostscanbeseeninthe70%ofresponsesrelatedtoredesigningorrestructuringa

policy(e.g.,includingamoretieredapproachbasedonthepurposeorobjectiveofthemove).

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT17

internationalassignmentcompensation:who’srunningtheshow?

Cartusisinvestinginenhancedtechnologyandtalenttodeliverastronger,

moreintuitiveuserexperience,includinggreaterflexibilityandadvanced

featuresthroughglobalcompensationsolutions.Atthesametime,Cartusis

partneringcloselywithclientstotakeonadditionaltasks,allowingtheirteamstofocusonstrategiccollaborationwithinternalstakeholders.Together,theseeffortsdrivegreaterefficiency,value,andclientsuccess.

–WendyKosach,GlobalownerforInternationalCompensation,Cartus

Turnsout,thevastmajority(75%)ofrespondentshandofftheirexpat

compensationdutiestoaglobaltaxproviderortheirrelocationmanagementcompany.Onlyaquarterkeepitin-house.

Rewind:Lookingatfindingsfromourprevious

GlobalTalentMobilitySurvey2024,thestoryis

different:42%ofcompaniesmanagedcompservicesthemselves.So,what’sdrivingthisshakeup?Most

likely,it’sshrinkingmobilityteamsandalaserfocusonefficiencyandoptimization.(Rememberthatimprovingin-housemobilityprocessesandoptimizationwasthenumberoneprioritythisyear.)

Whatmattersmost:Whenitcomestocost

projections,here’swhatmobilityprofessionalssaymattersmostintechfeatures:

•Side-by-sidecomparisoncalculations

•Abilitytousecostprojectionstoestablishcostactuals

•Abilitytoadjust/overridecalculatedlineitems

Featuresthatflop:Theleast-lovedcostprojectiontoolfeaturesarebrandingorlogooptions,flexiblecandidateprep,andtheabilitytoupdate/changetaxpositions.

whodoesyourexpatcompensation?

globaltaxprovider

39%

relocation

managementcompany

36%

25%

in-house

Biggestheadaches:Forthefirsttimethisyear,

weaskedwhatstressesoutpeoplethemost

aboutinternationalassignmentcompensation.Thetroublemakers?Year-endreporting(35%),cost

projections(33%),andbalancesheets(15%).

cartus’globalautomatedtaxenginesolution

empoweringwing-to-wingcompensationsupportandcompliance

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT18

GLOBALTALENTMOBILITYSURVEY2026:FULLREPORT19

flexappeal:haveit

yourway

Nearlyhalfofcompaniesarealreadyrollingout(oreagerlyplanning)flexiblemobilitypolicies.

Alittleoveraquarterarestickingwiththeircurrent

playbook,andanotherquarterareconsideringtheidea.

•Yes(48%)

•No(29%)

•Maybe(23%)

Whatemployeeswant:Whenitcomestowhether

employeeswantmoreflexibility,it’sasplitdecision.

Respondentstellusthatalmosthalf(47%)oftheir

employeessay,“Yes,please!”tomoreflexiblepolicies,whiletheotherhalf(49%)saystheircurrentoptionsarefine.Only3of83respondentswishedforlessflexibility.

Fuelingtheflexibilityfever:Forcompaniesusinga

core/flexpolicy,therelocatingemployeewasidentifiedasthepersonmostlikelytoselecttheflexbenefits.

Relocatingemployeesarealsoidentifiedasdrivingthepriorityforflexiblemobility,withchangingneedsandexpectationsleadingthecharge.

1.Changingemployeeexpectations/

Changingemployeeneeds(tied)(69%)

2.Budgetconstraints(49%)

3.Policyexceptionreduction(43%)

4.Attractingtalent(31%)

Tracking2024:Reflectingthefindingsfromour2024survey,3ofthetop5reasonsforaddingflexibilityto

mobilityprogramsareaboutattractingandretainingthebesttalent.Plus!All5factorsdrivingamoreflexible

approachareperfectlyinsyncwiththeyear’shottestprioritiesandchallengesspotlightedonpage9.

learnmore

casestudy:

flexmobilitylessonsfromanenergyindustryleader

addingflexibilitytomeetchangingandemergingemployeeneedsisoneofthemainstrategiesforinclusivemobility

inclusivemobility

howreloprogramsarekeepingupwithemployeeneeds

Itispowerfultowatchtheshiftovertherecentyears.Nowthatmostglobal

companiesrecognizethatTalentstrategymustbeembeddedinallareasofthebusiness,InclusiveMobilityisnolongerasideaspiration;ithasbecomemore

visibleinpolicyandprogramstrategy.ThecompaniesweworkwithatCartusaren’tlettingterminologydistractfromthemission.

–LisaJohnson,Director,GlobalConsulting&InclusiveMobilitySolutions,Cartus

DEIshake-up:Since2022,Cartushasbeentracking

howcompanieslineuptheirmobilitystrategieswith

theiroverallorganizationalDEI(diversity,equity,and

inclusion)goals.Thegoodnewsisthatwehaveseenastrongshifttowardsinclusivemobilityinitiativesoverthelastfouryears,proofthatmobility’slinktotalent

strategiesandafocusonemployeeexperienceare

movinghandinhand.Fast-forwardtothebeginning

of2025,whenUSfederalchangestoDEIregulationstookplace,andwebeganmonitoringwhetherandhowcompaniesswitcheduptheirglobalmobilitygame.

Theresultsarein:SinceJanuary2025,mostcompanies(awho