Talent, technology and transformation 

Around the world, changing workforce expectations, rapid technological advancements and economic volatility are transforming how we think about talent mobility. As the boundaries blur between mobility and workforce management, organisations are seeking to transform their global mobility functions to align with their overall talent management strategies. Mercer’s 2025 Strategic Mobility Management Survey of more than 300 organisations reveals that enhancing the employee experience is at the heart of this transformation, with nearly half of respondents rating it their highest priority. For African companies seeking to integrate their mobility policies and practices with broader talent strategies, these global trends offer valuable insights that can help them compete for increasingly globalised talent.

Mobility managers’ priorities are shifting to match changing expectations. In a 2024 Mercer spot survey on the 2025 talent mobility outlook, enhancing the international assignee experience again topped the list, with connecting assignment experience to career development cited as a top priority for 65% of mobility managers. Sixty-four percent also cited improving internal coordination between stakeholders as a key concern, and nearly 50% were focused on improving communication about the support available to globally mobile employees.

The role of mobility is shifting, too, with the function evolving to become a true business partner. Mobility managers are focusing on the broader talent sourcing challenge, from recruitment to long-term career progression, while also merging geographical and cross-functional mobility. No longer restricted to internationally mobile talent, they now support the broader employee population and are tasked with matching talent and skills to global business needs.

Mobility managers must also factor in internal remote working. With fintech and IT talent now able to work virtually from anywhere, mobility policy must be adapted to consider these workers and their changing needs and expectations.

A majority of Strategic Mobility Management Survey respondents (53%) say the costs of moves are too high for the business. Moving talent from one region to another is an expensive endeavor. Organisations must weigh not only the costs for the company but also the cost-of-living considerations for their mobile employees. This is especially true in Africa, where price dynamics can vary significantly — even within the same region — and currency fluctuations against the US dollar remain unpredictable.

Mercer’s Cost of Living research reveals that between September 2024 and March 2025, inflationary pressures, particularly on food prices, drove a 16% increase in the cost of living in both Lagos and Luanda, two cities that remain among the most expensive in Africa. While upscale residential rental properties have demonstrated consistent value stability in these cities, the limited availability has led to a constrained selection of options for potential tenants.

By contrast, the cost of living rose only 5% in Cairo and just 1.5% in Johannesburg over the same period. In both these cities, however, while residential rental markets have experienced only modest price increases, housing availability remains limited, and affordability challenges persist for many employees.

The cost of mobility remains a significant barrier for companies in Africa and around the world, as companies face increasing pressure to optimise expenses while maintaining competitiveness in attracting and retaining global talent. But rather than focusing only on cost-cutting measures, many organisations are seeking innovative ways to do more with less. These companies are leveraging technology to streamline processes while implementing data-driven decision-making to optimise resource allocation.

Globally, AI plays an increasingly significant role in talent mobility shifts, and Africa is no exception. In the 2024 Mercer spot survey, 59% of mobility managers reported using AI in recruiting and hiring, 32% in onboarding new employees, and 29% in cross-skilling and reskilling employees. Another 24% said they use it to manage performance and rewards, yet, surprisingly, only 14% reported using it for talent mobility management.

Historically, the mobility sector has lagged other areas of HR in adopting technology, but it’s time to step up our game. Organisations that fail to embrace the full potential of AI in optimising their talent management programs risk falling behind. Some simple ways to integrate AI into mobility processes include implementing tools like ChatGPT for basic user interactions, chatbots and AI agents, which can serve as building blocks for more advanced functionalities. Dedicated AI solutions tailored to HR functions indirectly related to mobility, such as recruitment and talent management tools, can streamline these processes. And for organisations that already have mobility platforms, new AI modules can facilitate cost projections, automate document generation and enhance analytics.

Mobility teams in Africa are at a crossroads. To remain relevant and keep up with a rapidly evolving talent landscape, organisations must transform their talent mobility strategies to meet current and future demands.

Adapting talent mobility policies, technologies and practices for a changing world of work is no small feat. Mercer is here to help you navigate this complexity. Our expert guidance and solutions encompass a wide array of data, tools and services to help you manage strategy and policy design, compensation and allowances, assignee experience, policy benchmarking, and custom advisory solutions.

Attract, retain and engage the workforce you need with a talent mobility strategy that works for your organisation. Get in touch with one of our mobility experts to learn how we can help you optimise your strategy to meet the challenges of an increasingly global world.

Disclaimer: This article provides general informational commentary on mobility trends. It is not intended as legal, financial or professional advice. Companies should obtain independent guidance tailored to their regulatory, contractual and operational context.