I recently attended the FEM APAC summit in Singapore, not only did we get to connect with our recent additions to our growing family...Synergy, but we celebrated their recent win at the APAC EMMA awards for Outstanding Agility or Crisis Management as a Service Provider!
Over five key panels, at one of which I had the opportunity to share my thoughts amongst industry trailblazers, there was plenty of valuable information shared. Here are eight key takeaways from the day:
1. The biggest challenge within global mobility lies in compliance
“Global mobility is shifting from a transactional/administrative function to a strategic partner within organizations.”
Session: What is the Future of Mobility?
Speakers: Ben Neumann, Singapore Territory Leader - Vialto Partners
A recent mobility revolution model survey revealed that whilst around 45% of organisations view their mobility programme as meaningful, fewer than a quarter have elevated mobility to a strategic level. Many businesses recognise the importance of mobility, but far fewer are embedding it in a way that allows them to proactively support business objectives.
One of the main challenges (particularly highlighted from the APAC participants) is that compliance was a major concern and time burden for mobility professionals within this region. This, combined with the cost of assignments and questions around overall strategy and direction, continues to hold many programmes back.
While many organisations face challenges in elevating mobility to an ‘influencer level’, survey results show a promising shift. Compared to two years ago, more leaders are signalling a clear intent to bring mobility into the strategic conversation - securing a seat at the table where business decisions are made.
2. What we can expect from global mobility in the next 5 years
“Global mobility is shifting from a back-office, reactive function to a strategic, consultative, and employee-focused discipline that integrates into business.”
Session: What is the Future of Mobility?
Speakers: Ben Neumann, Singapore Territory Leader - Vialto Partners
When Ben was asked, “Where do you think the mobility/relocation industry is headed in the next three to five years, given the rapid changes and external pressures we’re seeing right now?”
He replied that global mobility is shifting from a back-office, reactive function to a strategic, consultative, and employee-focused discipline that integrates into business planning while balancing cost, compliance, and talent development. Executed by:
- Strategic and consultative: Mobility will move from being a purely operational or administrative function to being embedded in business decision-making, especially within HR and business partner teams.
- Data-driven and employee-centric programs: These will be designed around the individual needs of employees (flexibility, personalization) while still meeting business requirements.
- Rise of core-flex models: Standard benefits will be combined with flexible options, giving employees more choice in their relocation experience.
- Embedded expertise: Mobility knowledge won’t be kept within a small team; instead, strategic expertise will be built into HR and business planning, so decisions about moves consider cost, compliance, talent retention, and knowledge deployment from the start.
- Evolution, not revolution: Gradual mobility change is evolving into a strategic enabler rather than undergoing a radical transformation.
3. How is mobility communication improving?
“Technology platforms can simplify processes, improve employee experience and cut costs.”
Session: From Vision to Impact: Driving Change in Global Mobility for Future Workforce
Speakers: Arabelle Chaw Director Global Account Management – Sirva, Donna Mufida Senior Advisor, Global Mobility – ResMed, Shamila Nair Ragoovaran Director, Global Account Management – Sirva, Dean Bennetts VP Business Development APAC – Sirva
Through surveys and feedback from relocated employees, their managers, HR, and technical teams, Sirva identified a need for more flexibility in travel programs. One change they implemented allows travellers to downgrade from business to economy class in exchange for a cash allowance, giving employees autonomy while reducing costs for the business.
Sirva also explained that change management within their mobility processes can take up a lot of the team's time, but there has been significant positive feedback from VIP signees after relocation, so it appears to be worthwhile. Shamila went on to explain that companies are using quarterly reviews to tweak policies. However, for complete overhauls of systems, having executive support, such as shareholder’s involvement, is crucial.
4. The influence of mobility benefits on internships and attracting talent amidst a coming talent shortage.
“The influence of mobility benefits offered to interns is a key driver in that conversion. However, only 15% of companies actually have globally consistent intern benefits”
Session: Expert Insight Adding to the Armory in the War for Talent Evolving and Future State for Intern and Early Career State Mobility in APAC
Speakers: Avrom Goldberg, Senior Vice President APAC - Weichert Workforce Mobility, Shumin Yeo, Senior Manager, Global Mobility - Micron Technology Inc.
Weichert Workforce Mobility research found that in 2024, 28% of interns converted into full-time roles, which is a 9% increase from the last time Weichert measured. Whilst this is positive news and is supportive of early career programs and inter-mobility in APAC, EMEA, and Americas, Weichert also found that only 15% of these companies have globally consistent interim benefits.
Examples of these benefits are structured onboarding and housing support, support services, and airfare. These are found to be especially low in APAC, with only 50% of companies having consistent mobility benefits according to the Air Inc Mobile Mobility Survey. Weichert commented on this factor caused concern while considering the expected skills shortage in Malaysia, Indonesia, and Singapore (as reported by Weichert and LinkedIn).
Considering huge investment from US markets and a rising digital economy in these countries, it’s no surprise that two thirds of Malaysian companies are reporting hiring challenges due to competition from other nations.
The top countries for internships are the US, Canada, UK, India, Singapore, and Brazil. US company, Micron Technology Inc found that more than 50% of their new college hires come from intern referrals, which enforces the need for companies to have strategic focus to build the capability of engaging, and retaining talent. This point is supported by Weichert’s 2025 survey, reporting that 79% of mobility managers believe the potential for a future role is essential for graduates and interns when considering moving abroad.
5. Redesigning corporate mobility strategies to diversified workforce in line with the latest visa requirements.
“We discovered bottlenecks and gaps in the hiring and onboarding process. For example, stakeholders like the talent acquisition team are sometimes not familiar with the latest Ministry of Manpower visa requirements.”
Session: Redesigning Global Mobility
Speakers: Tereaser Tham, Lead Relocation Specialist - EPAM Systems
Around a year ago, EPAM Systems asked themselves how they could improve efficiency, streamline processes, reduce costs and stay compliant with local government regulations.
Through this process, EPAM discovered bottlenecks and gaps in their hiring and onboarding process. For example, stakeholders like the talent acquisition team are sometimes not familiar with the latest Ministry of Manpower visa requirements. These requirements are Singapore work passes and necessitate the employee earning at least SD $5000 a month, and being eligible for COMPASS, an assessment focused on individual’s salary, nationality, economic priorities, and skills.
To improve their mobility strategy, EPAM are conducting educational sessions for stakeholders to share details about the visas processes. Part of this is recognising that when hiring, it's no longer just about salary when appointing foreign employees.
By re-educating and centralising their talent acquisition team, EPAM have clamped down on misaligned hiring decisions, such as selecting candidates who later failed eligibility checks, causing further loss of resources and time, at an emotional cost. EPAM are also encouraging greater efforts on local hiring to create a more diversified workforce and show stronger support for local employment.
6. Malaysia’s Market Boom
“Malaysia is a particularly interesting market. It’s a strongly developing digital economy, tech, and e-commerce hub. With GDP projections for 2025, many high-profile global brands are investing billions of US dollars there.”
Session: Expert Insight Adding to the Armory in the War for Talent Evolving and Future State for Intern and Early Career State Mobility in APAC
Speakers: Avrom Goldberg, Senior Vice President APAC - Weichert Workforce Mobility, Shumin Yeo, Senior Manager, Global Mobility - Micron Technology Inc.
In the same AIRINC 2023 Global Mobility Outlook survey, they discovered that in Australia, China, and Southeast Asia, they’re seeing lower internal mobility support penetration. But Malaysia is a particularly interesting market. It’s a strongly developing digital economy, tech, and e-commerce hub. With GDP projections for 2025, many high-profile global brands are investing billions of US dollars there.
Still, 64% of organizations in Malaysia report facing hiring challenges, alongside regional competition, especially from Indonesia and Singapore. To counteract this, the Malaysian government plans to train 60,000 engineers and attract skilled foreign professionals in the future.
7. Demand for emotional support in mobility programs
“There is growing recognition that mobility is deeply emotional and personal, and companies must be transparent about limitations.”
Session: What is the future of Mobility?
Speakers: Ben Neumann Partner, Singapore Territory Leader - Vialto Partners
There is growing recognition that mobility is deeply emotional and personal, suggesting for a more psychological or emotional response in the process. Companies must be transparent about limitations (e.g., remote work not viable in cleanroom environments).
The use of AI chatbots and push messages to deal with first line relocation inquiries creates an emotional buffer for assignees. Instead, companies should be creating practical rotation opportunities, platforms for voices to be heard and encouraging more rounded experiences for their employees.
Mobility is seen as a key lever for:
- Attracting and retaining talent
- Knowledge and skills transfer
- Post-merger integration
- Succession planning
These benefits are of course effective in engaging talent, but to retain staff companies must navigate the emotional toll of mobility, such as navigating cultural integration, compliance issues and employee relations. By designing roles, career progressions, and succession planning, employees can feel comfortable acquiring new skills, and moving themselves, and in some cases their children around the world.
After listening and conversing with my fellow panellists, below is an extract from the closing panel I was fortunate enough to be part of alongside such influential thought leaders...
8. The importance of aligned partnerships to support successful relocation
“The strongest partnerships I’ve experienced are when everyone has a seat at the table – the relocation company, the housing partner, the end client.”
Session: Power of Partnerships in Global Mobility
Speakers: Sophie Brinsley – EVP, APAC, SilverDoor, Jeff Baars – Chief Commercial Officer, Urban Rest, June Mahadevan – VP Global Mobility Lead, APAC & India, Publicis Groupe, Manoj Rajan – Immigration Lead APJ, Dell Technologies, Claire Tennant-Scull – Global Director, FEM
SilverDoor, Dell, and Publicis have supported many graduate and internship programmes. These can be high volume into tertiary locations, with cost containment being just one aspect. For graduates especially, many are moving abroad for the first time. I recommended cultural support too – which can come in many forms, whether that be giving guests a taste of home with community events or even ensuring the accommodation have shared amenities for social time together.
For me, it comes back to basics. Pay suppliers on time, respond to feedback, and be transparent. If a partner wants to know why bookings aren’t coming through, explain it – don’t leave them in the dark. That way, when you need their support, they’ll be there.
Using relocation data to negotiate better rates with property partners, pushes companies’ mobility strategies to adapt by sourcing outside typical serviced apartments. That might mean corporate housing models or residential leases bundled with additional services.
Respect is also key. The strongest partnerships I’ve experienced are when everyone has a seat at the table – the relocation company, the housing partner, the end client. When we’re all connected and aligned, from talent acquisition to destination support, the outcomes are far better.
The summit was a success in sharing ideas that shape the industry, forward-thinking ambitions and exciting developments. To experience yourself the high-quality care that SilverDoor maintain for your global mobility plans, get in touch today.
