I recently had the privilege of speaking at the Talent Mobility Conference in Singapore, where a thought-provoking question was asked: “How does mobility contribute to a company’s aspirations in diversity, equity and inclusion (DEI) and sustainability?” This question has stayed with me, prompting deeper reflection on the interconnectedness of mobility and long-term value creation.
I often describe myself as a child of mobility. My parents spent over 22 years in Indonesia, and I’ve worked in many locations, including Malaysia and Sweden. My own experiences reaffirm a fundamental reality—mobility is a necessity, not a trend. It serves as a critical solution to talent supply and demand imbalances, enabling companies to access expertise where it is needed most. A recent study from EY found that 89% of businesses believe mobility is critical to business resilience.
Beyond filling immediate skill gaps, mobility has a far-reaching impact on the broader objectives of DEI and sustainability, both of which are increasingly important in corporate strategies. While these concepts were historically seen as secondary to financial success, they are now essential for a healthy, sustainable and profitable business.
Mobility as a driver of DEI
A company’s ability to foster a truly diverse and inclusive environment depends on exposure to different perspectives, cultures and experiences. Mobility actively enables this exchange by facilitating global talent movement. By embracing international assignments employees, businesses can:
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Enrich diversity of thought: Exposure to different working styles, markets and cultures fosters innovation and collaboration.
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Promote inclusion: Mobility can encourage diverse teams to work together, breaking down geographical and cultural barriers.
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Strengthen global business acumen: For companies operating internationally, having leaders with multinational perspectives ensures global decisions resonate with local markets.
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Reflect customer diversity: To best serve customers, a business must be representative of its audience. Mobility allows for greater alignment between workforce composition and customer demographics.
A challenge in some regions may not hold the same significance in others. For example, workplace expectations in the U.K. might differ vastly from those in Singapore, and understanding these nuances is critical for effective global operations. Mobility helps bridge these gaps by allowing professionals to develop first hand experience in diverse markets.
Hierarchical structures and communication styles:
- Singapore: Workplaces in Singapore typically emphasize a hierarchical structure where seniority and authority are highly respected. Decision-making is often centralized, with senior management playing a pivotal role. Employees may be less inclined to voice dissenting opinions openly, as deference to superiors is customary.
- United Kingdom: In contrast, UK workplaces often adopt a more egalitarian approach. While hierarchies exist, there is generally an openness to input from various levels within the organization. Employees are encouraged to express their views, and open dialogue is common. Communication tends to be more direct, with an emphasis on clarity and transparency.
Mobility as a driver of sustainability
Sending a specialist abroad may resolve an immediate talent shortage, but sustainable planning requires a long-term vision. Sustainability can refer to profitability, business longevity, environmental responsibility and/or community impact, and mobility can support all of them.
- Transferring knowledge: Individuals selected for international assignments should not only provide technical expertise but also help train and develop local talent. Without strategic foresight, businesses risk facing the same skill gaps when an expatriate returns home. Expatriates can play a vital role in upskilling regional teams, ensuring that when they transition out, a competency gap does not remain. And likewise, they can bring back in-country learnings to home base.
- Optimising costs: Mobility can be a resource-intensive process, and inefficient deployment can lead to excessive costs. Instead of frequent short-term deployments, companies should consider long-term assignments where feasible.
- Fostering local talent development: Mobility must be structured to not only address immediate needs but also contribute to building local capacity. Rather than perpetually moving people across borders, organisations should invest in local hiring and skill-building to reduce dependency on expatriates.
- Supporting talent retention: Many professionals seek out international assignments as part of their career growth, and EY’s mobility survey found that 64% of employees said they were more likely to stay with their employer after a long-term mobile assignment.
- Considering the environment: From an environmental standpoint, frequent long-haul travel and relocations contribute quite a bit to a company’s carbon footprint. Mobility can support sustainability by prioritising virtual collaboration where appropriate to reduce travel and adopting structured rotation models to minimise unnecessary relocations.
Mobility as a competitive advantage
Rather than viewing DEI, sustainability and profitability as separate, even conflicting goals, businesses should recognise that they reinforce each other. A diverse and inclusive workforce fosters innovation and stronger decision-making. A sustainably structured mobility program enhances talent acquisition and retention. Together, they create a resilient business that can thrive in an evolving global landscape.
Mobility is not just about moving people—it’s about building organisations that are adaptable, inclusive and sustainable for the future. As businesses refine their DEI and ESG strategies, mobility must be recognised as a key enabler in driving these ambitions forward.
Based in Kuala Lumpur, Malaysia, Andrew Philp is Chief Corporate Development Officer at activpayroll, leading finance and operations. Connect with him on LinkedIn.