A new chapter begins

Siemens Energy's blueprint for talent attraction and retention 

  • Contributor
    John Pfeiffer
    Senior Principal, Mercer

As global workforces become more mobile and business models more project-driven, companies are re-evaluating how international assignments support their long-term talent strategies.

At the Talent Mobility Conference 2025, a breakout session led by Mercer’s John Pfeiffer, with guest speakers Sandra Klasic and Paige Weir from Siemens Energy, spotlighted a timely and complex challenge: designing a global mobility strategy that delivers both business value and employee engagement.

Mobility as a strategic imperative

Global mobility has evolved from a specialist HR function to a core enabler of leadership development, operational continuity and workforce resilience. According to Mercer’s latest talent trends:
70%

of organisations now view international mobility as integral to their talent development strategy

33%

require international experience for board-level leadership roles

50%

believe they’re executing mobility effectively

With over 40 million high-value professionals currently working outside their home countries, and mobility volumes projected to rise, the implications are significant. For energy firms like Siemens Energy — where many assignments directly support revenue-generating infrastructure projects — the need for scalable, compliant and attractive mobility programs is urgent.

Siemens Energy: From spin-off to strategic overhaul

Following its separation from Siemens AG, Siemens Energy inherited global mobility policies that were no longer fit for purpose. The company faced growing pressure to support short-term, high-impact assignments across a global footprint — often in remote or regulated environments.

“Mobility is not a back-office function anymore,” said Klasic. “It’s a critical part of our value chain. Without the ability to move people quickly and compliantly, our projects — and revenue — are at risk”.

Recognising this, Siemens Energy embarked on a strategic transformation. The company scaled its internal global mobility team, secured executive support and launched a full review of policy effectiveness and employee experience.

What the journey revealed

Siemens Energy’s transformation began with a listening tour — engaging HR teams, business leaders, employees and vendors to uncover the true state of mobility across the organisation.

Some key findings included:

  • Inconsistent policy implementation

    across countries due to legacy agreements and local bargaining practices

  • Limited transparency

    for employees regarding benefits, expectations and support structures

  • Gaps in flexibility

    and responsiveness — especially for urgent or offshore assignments

  • A growing demand from employees

    for family support, work-life balance and non-financial benefits.
To address this, the company partnered with Mercer to conduct an industry-specific benchmark study — focusing on project-based international mobility, a segment underrepresented in traditional surveys.

Designing for the future

Armed with fresh data and stakeholder insights, Siemens Energy is now building a new global mobility framework anchored in five strategic pillars:
  1. Policy redesign 
    Moving away from legacy structures toward flexible, scalable and equitable policies tailored to project and assignee needs.
  2. Employee experience 
    Ensuring that international work feels seamless, supported and rewarding — from visa compliance to family logistics.
  3. Technology enablement
    Introducing tools to manage compliance, track assignments in real time and support data-driven planning.
  4. Governance and compliance 
    Embedding mobility in early-stage project planning and aligning with risk, tax and immigration requirements.
  5. Talent and retention 
    Positioning mobility as a competitive advantage, both in employer branding and internal development.
“Mobility must be part of the employee value proposition,” noted Weir. “That starts with clarity at the offer stage, fair treatment across countries and a clear path to grow within the business”.

The road ahead

Siemens Energy’s journey is still unfolding — but its direction is clear. By integrating mobility more closely with talent strategy and designing policies around real-world challenges, the company is setting a precedent for how large-scale, globally distributed businesses can future-proof their workforce.

As more organisations face demographic shifts, workforce expectations and operational complexities, Siemens Energy’s experience offers a compelling case for why global mobility belongs at the heart of business transformation.

About the author(s)
John Pfeiffer

Senior Principal, Mercer

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