The State of Global Mobility in 2025, an Academic Perspective
By Sheridan Abraham and Ceridwen “Ceri” Koski
Disclaimer: These are individual comments/points of view from experts in the field based on their professional experiences which do not necessarily reflect companies’ official stands on certain topics or matters.
This newsletter series delves into the challenges and innovations shaping global mobility and immigration program management. My goal is to learn directly from in-house legal teams, global mobility experts and immigration managers about how to better serve their programs. By fostering stronger partnerships, we can improve the immigration experience for employees, businesses, and stakeholders alike.
Global mobility is undergoing a seismic shift in response to changing policy. Restrictive government measures have caused employers to take a cautious approach. Employers are conservatively navigating government restrictions while balancing office returns with employees’ desire for flexibility. Companies leverage technologies to retain top performers while exercising cost containment. Amid this evolution, in-house teams, working closely with outside immigration counsel, play a pivotal role in balancing compliance with business objectives—ensuring programs run smoothly while supporting strategic workforce initiatives.
That is why, with great pleasure, I’m excited to offer the academic yet pragmatic point of view of Sheridan Abraham—an educator, strategist, and practitioner at the intersection of international business and global mobility.
Sheridan brings over a decade of experience in academia and real estate, guiding students and professionals through the evolving complexities of cross-border talent movement. As an Adjunct Lecturer at CUNY York College, she leads capstone and business courses that prepare graduates to enter the global mobility field with practical insight and strategic vision. Her MBA in International Business, combined with hands-on expertise in relocation and workforce planning, informs a teaching style rooted in real-world application.
Sheridan’s distinctive strength lies in her ability to integrate emotional intelligence, cultural fluency, and policy awareness into the classroom. She equips future leaders with the tools to drive inclusive and ethical global practices. Her work in real estate further enhances her perspective, offering students a grounded understanding of how economic and market forces influence relocation decisions.
Sheridan’s blend of academic rigor, practical experience, and deep commitment to human-centered mobility makes her a standout voice in the field.
Ceri: You lecture on global mobility and international business. What foundational concepts do you emphasize to your students?
Sheridan: As a lecturer at CUNY, York College, I teach the Marketing Management Capstone course, where students are in their final semester before graduating. I also teach Consumer Behavior, and other marketing and business courses. My educational background includes a BA in Business Administration with a focus on Human Resources, and an MBA in International Business.
When lecturing to students about opportunities that exist within Global Mobility (GM). GM offers opportunities that can impact graduates’ lives in a positive way. GM is the industry in which graduates gain professional, developmental, and personal growth as they immerse themselves in cultural and diverse, economical workforce. To give students a strong grasp of the complexities involved in cross-border movement, key themes include:
- Cultural Intelligence (CQ) – Understanding and adapting to diverse cultural environments is crucial for success in international business.
- Economic & Political Influences – Factors like trade agreements, tariffs, immigration policies, and geopolitics shape mobility and global commerce.
- Global Talent Management – Businesses and academic institutions alike rely on talent mobility to drive innovation, collaboration, and competitive advantage.
- Market Entry Strategies – From mergers and acquisitions to joint ventures and franchises, companies need strategic approaches to entering foreign markets.
- Digital & Remote Work Trends – Technology has revolutionized global mobility, making remote work and international collaboration more feasible than ever.
- Ethical Considerations & Sustainability – Addressing corporate social responsibility and the environmental impact of global operations is increasingly vital.
While policies, logistics, and compliance frameworks are important, the reality is that these programs affect lives and emphasis should always begin with the human aspect.
Ceri: Yes, it’s a very human-focused field which is why many of us are in it! How do you address the intersection of immigration policy and global workforce planning in your courses?
Sheridan: That intersection is a crucial area for discussion in global mobility and international business courses. Immigration policy directly affects the movement of talent across borders, shaping workforce availability, labor markets, and even business competitiveness. However, because I am not an attorney, I am limited regarding teaching on law. However, there are topics that can be discussed, such as Legal Frameworks & Compliance, where students explore visa policies, international labor laws and regulations for hiring across borders. Talent Acquisition is another area we focus on, discussing the policies that influence how companies attract and retain global talent. We also look at Economic & Societal Impacts in terms of how economic policies affect economic growth, entrepreneurship and national labor shortage. Of course, Geopolitical Considerations come into play as shifts occur either due to political changes, trade disputes, or global crises which can have long-term implications on work force planning. Finally, Remote and Hybrid Work Solutions are still at play even with the return to office surge. As policies fluctuate, business and academic institutions must adapt by leveraging technology to work with talent across borders.
Ceri: Yes, those areas are interconnected and important to the big picture of moving talent across borders. What are the most common challenges organizations face when relocating talent globally?
Sheridan: When addressing the multifaceted challenges and inherent complexities of global relocation, several critical factors emerge that organizations must not underestimate. Foremost among these are visa and immigration complexities. The process of navigating diverse national visa regimes and work permit requirements can be both time-intensive and financially burdensome, posing a significant administrative hurdle for global mobility initiatives.
Equally challenging are cultural and language barriers. Employees who relocate internationally often face difficulties in adjusting to new cultural norms, workplace expectations, and language differences. These challenges can have a profound impact on both individual morale and overall organizational productivity.
Another major consideration is cost management. Relocation involves a wide range of expenses—including travel, legal compliance, housing, and other logistical needs—which can exert considerable pressure on an organization’s financial resources.
Finally, family and personal considerations play a pivotal role in the success of any relocation effort. The well-being and satisfaction of the employee are often closely linked to how smoothly their family transitions. Issues such as spousal employment opportunities, access to quality healthcare, and educational arrangements for children are all integral to ensuring a successful and sustainable relocation experience.
Ceri: It’s great that those are part of your curriculum because we so those issues all of the time in immigration program management. You work with managers on issues like emotional intelligence and stress. How does that tie into global relocation?
Sheridan: Relocation is, by its very nature, a highly stressful experience. Empirical research consistently underscores the importance of emotional intelligence in managerial leadership, particularly when supporting teams through the multifaceted challenges associated with international mobility. Managers who possess strong emotional intelligence are better equipped to guide their teams through periods of transition and uncertainty.
One of the most critical competencies is adaptability and resilience. Managers operating in global contexts must contend with unfamiliar cultural environments, varying business practices, and shifting workplace dynamics. Those with high emotional intelligence are well-positioned to help their teams navigate these complexities, fostering a culture of adaptability in the face of adversity.
Relationship building is another vital aspect. Relocating to a new country often entails working alongside colleagues from diverse cultural and professional backgrounds. Emotionally intelligent managers play a key role in cultivating trust, encouraging collaboration, and resolving conflicts with sensitivity and effectiveness—skills that are essential in promoting cohesion within cross-cultural teams.
Moreover, managers must be adept at managing stress and uncertainty. The process of relocation introduces numerous logistical challenges, cultural adjustments, and personal sacrifices. Managers who develop and apply stress management strategies not only enhance their own capacity to cope but also lead with composure and clarity, setting a stabilizing example for their teams.
Finally, empathy—for both team members and their families—is indispensable. Managers undergoing relocation themselves must simultaneously adjust to their own new circumstances while remaining attuned to the needs of their teams. This includes recognizing the personal and familial stresses that accompany international moves. By demonstrating empathy, managers can provide meaningful support, helping employees navigate transitions more smoothly and thereby preserving team morale and engagement.
Ceri: What role does intercultural training play in successful global mobility programs?
Sheridan: Intercultural training is not just beneficial—it’s essential. Even the most technically skilled employees can struggle or fail in international assignments if they lack cultural preparedness. Successfully navigating a new cultural environment requires more than professional qualifications; it demands awareness, adaptability, and the ability to build meaningful connections across differences.
Through intercultural training, individuals develop enhanced global leadership skills. Managers leading international teams must possess cultural intelligence to guide diverse groups effectively. Training in areas such as negotiation styles, communication norms, and decision-making preferences strengthens their leadership capabilities and equips them to manage across borders with confidence.
Such training also promotes improved workplace integration. By understanding and respecting cultural nuances, employees are better able to collaborate with colleagues in host countries. This fosters trust, reduces misunderstandings, and leads to stronger working relationships and greater productivity.
Perhaps most importantly, intercultural readiness contributes to higher retention and job satisfaction. Employees who feel equipped to handle cultural transitions are less likely to experience the frustration or disengagement that often leads to early return or resignation. As a result, organizations benefit from more sustainable, successful global assignments.
Ceri: In that same vein, what trends are emerging in the academic study of global mobility and relocation?
Sheridan: There’s growing interest in digital nomadism, remote assignments, and equity in mobility access. We also must consider how the current administration can restrict mobility.
Ceri: Practically, those come to mind for me too. It’s great to know that these topics are being addressed academically. How do you prepare students to work with global mobility vendors and service providers and or to be the vendor or the service provider themself?
Sheridan: I emphasize relationship management and contract governance. Students learn how to evaluate vendors for immigration, tax, and relocation services, and how to hold them accountable through SLAs and performance metrics. Communication is key—organizations must ensure that vendors deliver consistent, compliant, and human-centered services.
Ceri: Yes, those are the big focus areas and it sounds like you are preparing students to hit the ground running. How do you incorporate DE&I into your teachings on international relocation especially given current conditions under the administration?
Sheridan: Under the current administration, the principles of Diversity, Equity, and Inclusion (DE&I)—a foundational pillar of any global mobility curriculum—have gained renewed urgency and relevance. Recent changes in federal policies, including shifts in executive orders, have had far-reaching implications for hiring practices, the administration of federal programs, and corporate compliance standards. These evolving dynamics present undeniable challenges. Nevertheless, it remains imperative for educators and global mobility professionals to equip students with a comprehensive understanding of the field’s guiding principles, particularly as they relate to DE&I.
A key focus is cultural competency and awareness. Regardless of political or regulatory shifts, businesses and academic institutions must continue to prioritize cultural intelligence as a core component of global mobility strategy. Promoting an understanding of cultural nuances is essential for fostering successful cross-border collaboration and integration.
Inclusive workforce planning also remains a critical area of instruction. While certain DE&I initiatives may encounter political or legal obstacles, many organizations continue to recognize the strategic advantage of cultivating diverse talent pools. Educators can play a vital role by emphasizing methods of equitable hiring and inclusive talent development, even within constrained policy environments.
Another essential dimension is legal and policy adaptation. As immigration and labor regulations evolve, it becomes crucial to teach future professionals how to navigate complex legal frameworks. Doing so not only ensures compliance but also empowers them to advocate for fair and ethical practices within their organizations.
Finally, ethical leadership and corporate responsibility must be highlighted. In times of regulatory flux, organizations are often tasked with balancing adherence to legal requirements against broader ethical considerations. Developing leaders who can navigate this tension with integrity is central to the long-term sustainability of inclusive and globally minded enterprises.
Ceri: What skills do you believe are critical for the next generation of global mobility professionals?
Sheridan: Adaptability, cultural agility, and strategic thinking. They must also understand data analytics, immigration law, and talent strategy. But above all, they need emotional intelligence. Mobility professionals should develop:
- Emotional Intelligence & Adaptability – Managing stress, uncertainty, and interpersonal relationships in an international context will be essential for both professionals and clients.
- Cross-Cultural Competence – understand diverse work environments, communication styles to foster successful international transitions.
- Digital & Analytical Proficiency, Leverage technologies like AI-driven tools, data analytics, and mobility platforms.
Ceri: How has your practical experience as a Real Estate professional informed your academic practice?
Sheridan: Students consistently demonstrate a strong appetite for real-world examples and practical applications, which is why I regularly integrate case studies into my teaching methodology. These case-based insights serve as a powerful bridge between theory and practice, offering students a nuanced understanding of the complexities involved in global mobility and international business.
One significant area of exploration is market dynamics. Direct exposure to real estate markets enables students to analyze property trends, assess housing accessibility, and evaluate the broader economic factors that influence relocation practices. This practical lens fosters a deeper appreciation of how market forces shape mobility decisions on both corporate and individual levels.
Additionally, case studies facilitate the development of negotiation skills and cross-cultural business competencies. Engaging with real property scenarios teaches students the intricacies of deal-making, while simultaneously highlighting the importance of cultural adaptability. These experiences are invaluable in preparing students to navigate the challenges of international business, where cultural sensitivity and negotiation acumen are critical to success.
Ceri: What advice would you give to early-career professionals who want to enter the global mobility or immigration consulting space? And what advice would you give service provides on how to improve the user experience?
Sheridan: To succeed in the evolving field of global mobility, professionals must adopt the principle of “act local, think global”—remaining attuned to local contexts while cultivating a global perspective. This mindset encourages the development of interdisciplinary skills and a comprehensive understanding of the policy, cultural, and business landscapes that shape mobility. At the heart of effective practice lies the ability to understand both the strategic objectives of the client’s business and the personal circumstances of each relocating employee.
A foundational step for early-career professionals is to cultivate a strong grasp of immigration laws and policies, as this legal knowledge is essential to navigating a field fundamentally grounded in regulatory frameworks. Equally important is the ability to communicate across cultures, which allows practitioners to become trusted advisors to clients from diverse backgrounds. Furthermore, gaining exposure to corporate structures and human resources functions—particularly workforce planning and talent strategy—is critical, as mobility is often managed through HR departments in many organizations.
Remaining informed of industry trends is also essential in an environment marked by rapid change, including the rise of remote work, talent shortages, and transformative technologies. Professionals should stay abreast of developments by engaging with industry publications and participating in seminars, webinars, and other professional learning opportunities. Mentorship and networking likewise play a pivotal role in career advancement; connecting with experienced practitioners through conferences, social platforms such as LinkedIn, or other industry events can open doors and offer valuable insights. Finally, one must not overlook the importance of technological fluency. With the growing prevalence of AI-driven tools, digital case tracking systems, and seamless document management platforms, technological proficiency has become indispensable for delivering efficient and effective client experiences.
In embracing these strategies, professionals position themselves to thrive in the dynamic and globally interconnected domain of mobility, where legal acumen, cultural insight, and technological agility converge to define future success.
