In a recent CHRO Association discussion “ Empowering Your Talent Strategy Through Global Mobility ,” CHROs and Association experts explored how global mobility continues to underpin enterprise talent strategies amid shifting geopolitical and regulatory conditions.
Speakers included Sally Massey, Chief Human Resources Officer at Colgate-Palmolive and Nick Piazza, Chief People Officer at Emerson.
Members can watch the session here and read about the discussion here Key takeaways:
- Despite broader market narratives suggesting a decline in long-term international assignments, Colgate and Emerson emphasized that mobility remains a core, non-negotiable element of leadership development . It is not simply a deployment mechanism; it is an intentional investment in building resilient leaders with cross-market fluency.
- There’s a growing shift from viewing mobility as transactional to strategic. Assignments are tightly linked to long-term succession planning, capability building and enterprise-wide talent management. Selection is highly deliberate, often focused on high-potential talent, with decisions made collectively at senior leadership levels.
- From an operational standpoint, both companies emphasized execution discipline. Ensuring assignees and their families are fully supported is critical to realizing ROI. Poor relocation experiences directly undermine both performance and retention outcomes.
- Externally, mobility programs face increasing friction . Gregory Hoff , CHRO Association General Counsel, highlighted tightening immigration regimes (particularly in the U.S.), rising costs (visa and tax burdens), and geopolitical instability as factors forcing companies to be more selective and coordinated.
- Panelists observed how much mobility is converging with AI-driven career paths , making talent marketplaces more dynamic and personalized.
