Work is changing – no surprise there. And if we were to map out those changes, the path would be anything but linear. Competing priorities, rapid innovation, and shifting regulations are creating a landscape that feels, at times, chaotic. And for mobility leaders, staying ahead of that change is quickly becoming the key to confidently navigating what comes next.

As part of The RES Forum’s Vision 2030 study, Weichert Workforce Mobility partnered with The RES Forum to explore how Global Mobility must evolve for what the research describes as a “post-global mobility” era—one defined by flexibility, fast-moving technology, and work models that look far less like traditional assignments and far more like a blend of hybrid, project-based, and AI-enabled ways of working.

We’re excited to launch the first episode in a three-part video series with The RES Forum. In Part 1, Jennifer Connell (Vice President, Advisory Services, Weichert Workforce Mobility) joins David Enser (Director, The RES Forum) and Soren Sturup-Toft (Immigration & Global Mobility Lead EMEA & APJ, Databricks) to unpack how our relationship with work is evolving—and what that means for mobility teams working to keep pace.

Here’s a sneak peek at the key themes explored through their discussion:

From Employment to “Engagement”

David explains that the genesis of this landmark research project was a conversation that raised an eyebrow: by 2030, a large share of the workforce could be participating in the gig economy in some form. Whether or not that prediction fully materializes, the underlying signal is hard to ignore. More people are redefining what “work” looks like—blending side hustles, contract roles, and freelance careers shaped by personal priorities like income, lifestyle, and location.

For mobility, this challenges long-standing assumptions built around linear careers and long-term assignments.

Remote Work Isn’t Gone—But It’s Evolving

Saurin highlights a reality many employers and employees are feeling: the idea that remote work is universally “here to stay” is being tested. Companies are tightening expectations around office presence, and fully remote roles are increasingly scarce in the market.

The implication is significant: as traditional employers reduce flexibility, talent that prioritizes location independence may gravitate toward gig work to get it. In other words, we don’t expect that flexibility will completely disappear, but rather it may relocate to different employment structures.

David adds a helpful distinction for mobility leaders: temporary remote work (permission to work from another location for a limited period) is not the same as permanent remote work (a truly distributed workforce). Those two models create very different compliance, tax, and workforce planning realities, and they demand different operating models inside Global Mobility.

A “Sustainable Global Career”? What’s That?

Another pillar of the Vision 2030 research is sustainable global careers, and it sparked debate for a reason. Sustainability can mean ESG impact (for example, reducing travel emissions), but it can also mean whether a career model is sustainable for the employee over time.

The Vision 2030 research highlights that there is no one-size-fits-all approach. Regional differences, geopolitical pressures, and evolving workforce expectations mean organizations will need to navigate multiple, often competing, definitions of what “sustainable” really means.

AI is Reshaping Mobility’s Role

Overlaying all of this is the rapid rise of AI. As AI transforms how and where work gets done, it is also reshaping decisions around workforce structure and mobility.

At the same time, traditional long-term assignments are declining, replaced by more varied and flexible mobility arrangements.

For Global Mobility teams, the focus is shifting—from maintaining legacy programs to clearly defining where mobility creates measurable value in a hybrid, tech-driven world.

Tune in to the full video here:

What to Take Away (for Now):

  1. Flexibility is shifting (not disappearing), and gig work may capture demand that traditional employment can’t meet.
  2. Hybrid is emerging as the durable “middle,” but it brings new culture and talent-development challenges.
  3. Mobility strategy has to account for multiple sustainability lenses: ESG outcomes and human sustainability.
  4. AI will speed up change, putting pressure on GM to do more with less while supporting more varied mobility constructs.

Stay Tuned: In Part 2 of this series, we’ll explore what these big shifts mean for mobility program design, and the capabilities today’s teams will need to stay relevant through 2030.