Vision 2030
The future of talent mobility
In our latest research paper, the RES Forum and our academic partners drafted three potential scenarios for global work in 2030.
These scenarios imagined the rise of sustainable global careers, a remote-first world, and an increasingly dominant gig economy.
You will find the context for these scenarios in our research paper, Vision 2030 - the future of talent mobility, available to download from the RES Forum website.
What's the reality?
We wanted to understand how these scenarios could play out in the real world.
To do this, we have spoken to HR and GM professionals from all sides of the industry, and all corners of the globe.
To date, we have received some fascinating and insightful responses about each of the topics.
You can read a selection of these in the research paper, as well as on the RES Forum blog.
What do you think?
To get a comprehensive understanding of these scenarios, we want to gather responses from as many people as possible.
This will include people at all levels and from a wide cross-section of roles from across the spectrum of HR and Global Mobility.
We also welcome responses from service providers and partners working in support of the GM industry. If you have been invited to view this page, it means we want to know what you think.
Would you like to join the conversation?
We invite you to write 500 to 1,000 words on one of the three scenarios from our Vision 2030 paper.
You could discuss the possible implications for your organisation. You could outline the tools and solutions you would need. You could explore how your international employees and their families would be affected. Or you could share your own take on the scenario and offer an alternative view of the world of work in 2030.
Whatever you choose, your article will become part of our research, with the potential to feature on the RES Forum blog and our LinkedIn page. This can be done anonymously, if necessary.
If you would like to be involved, please either register your interest via the form below, or send your piece directly to office@theresforum.com, using "Vision 2030 scenario" as the subject.
All pieces to be submitted no later than 31st August 2025.
Full details of each scenario can be found beneath the registration form.
Register here
The scenarios
The remote-first world
In this scenario, remote work has evolved from being a temporary solution during the COVID-19 pandemic to becoming the predominant mode of employment. A large portion of the global workforce now operates from various international locations, often far from their organization's headquarters.
The traditional office model is largely phased out, with companies embracing virtual collaboration tools and digital platforms to maintain productivity and connectivity. This shift has brought about significant changes in how organizations manage their employees, maintain their culture, and ensure compliance with varying international regulations.
The Remote-First World requires organizations to rethink their strategies for talent management, technological infrastructure, and employee well-being, all while navigating the complexities of cross-border work arrangements.
Assessment focus
1. DIGITAL INFRASTRUCTURE:
Evaluate the robustness and effectiveness of your digital tools and platforms. Consider whether they support seamless communication, collaboration, and data security for a globally distributed workforce. Are your systems scalable, and can they handle the increased demand for virtual meetings, file sharing, and other remote work needs? How easily can your employees access the tools they need to perform their jobs from anywhere in the world?
2. CROSS-BORDER COMPLIANCE:
Assess your organization's ability to manage the complex tax, immigration, and labour laws associated with a remote workforce that operates across multiple jurisdictions. How well does your organization stay informed about, and comply with, the varying legal requirements in different countries? Are you equipped to handle the intricacies of cross-border employment, such as permanent establishment risks, local payroll obligations, and visa management?
3. CULTURAL COHESION:
Consider how well your organization maintains a cohesive culture and ensures employee engagement in a predominantly virtual environment. What strategies are in place to foster a sense of belonging and shared values among employees who may never meet in person? How do you sustain company culture and promote collaboration across different time zones and cultural backgrounds?
4. EMPLOYEE SUPPORT:
Review your support structures for remote employees, focusing on their mental health, work-life balance, and productivity. Do you offer adequate resources for remote workers to manage stress and maintain their well-being? How effectively do you support employees in balancing their professional and personal lives, especially those in different time zones or with unique home environments?
The rise of sustainable, global careers
In this scenario, the focus on sustainability has extended beyond environmental concerns to encompass the wellbeing, career development, and long-term satisfaction of employees. Organizations recognize that supporting sustainable careers - those that balance personal fulfilment, continuous learning, and job security - is essential for attracting and retaining top talent in a competitive global market.
As a result, GM programmes are being redesigned to prioritize employee wellbeing, mental health, and career growth. This approach ensures that employees are not only productive but also happy and engaged over the long term.
In a world where worklife balance, mental health, and job satisfaction are paramount, organizations must develop strategies that align with these evolving priorities while still achieving business objectives.
Assessment focus
1. MENTAL HEALTH SUPPORT:
Evaluate the effectiveness of your organization’s mental health programs for globally mobile employees and their families. Consider whether your organization provides access to mental health resources, counselling services, and support networks that are tailored to the unique challenges faced by expatriates. How proactive is your organization in addressing mental health concerns, and how well are these services integrated into the overall GM programme?
2. CAREER INTEGRATION:
Assess how well your GM programme aligns with broader career development initiatives. This includes ensuring that international assignments contribute meaningfully to the employee’s long-term career goals and development plans. Are there clear pathways for career progression for those who take on global roles? How well do you support employees in transitioning back to their home country or into new roles after their assignment ends?
3. SUSTAINABILITY PRACTICES:
Consider how your GM practices contribute to broader sustainability goals, such as reducing carbon footprints, promoting work-life balance, and ensuring the long-term viability of your GM programme. Are your practices designed to minimize environmental impact while maximizing employee satisfaction and retention? How well does your programme align with the organization's overall sustainability strategy?
4. EMPLOYEE HAPPINESS AND PRODUCTIVITY:
Analyse the methods you use to measure and enhance the happiness and productivity of employees on international assignments. Do you regularly gather feedback from expatriates to understand their experiences and needs? How effectively do you address any issues that arise to maintain high levels of job satisfaction and productivity? Consider whether your organization takes a holistic approach to supporting expatriates, including providing personalized support based on individual needs and preferences.
Gig economy dominance
In this scenario, the gig economy has expanded significantly, with a large portion of the workforce engaged in short-term, project-based work rather than traditional full-time employment. This shift has transformed the GM landscape, as organizations increasingly rely on a more flexible, on-demand workforce to meet their business needs.
The dominance of the gig economy requires companies to adapt their GM programmes to accommodate the unique demands of gig workers, who often require different forms of support, technology, and compliance management.
Organizations must be agile in their approach, ensuring that they can attract, integrate, and manage a diverse and transient workforce while maintaining efficiency and compliance across multiple jurisdictions.
Assessment focus
1. FLEXIBILITY AND AGILITY:
Evaluate your organization’s ability to accommodate the needs of gig workers, including those engaged in short-term, project-based assignments. Consider how quickly and effectively your organization can adapt to fluctuating demands for different skills and expertise. How flexible are your policies and processes in supporting the dynamic nature of gig work, including the ability to scale up or down based on project requirements?
2. INTEGRATION OF GIG WORKERS:
Assess how well gig workers are integrated into your organization’s broader talent management strategy. This includes providing them with access to the same resources, opportunities, and support as traditional employees. How effectively does your organization onboard, engage, and retain gig workers? Do you offer pathways for gig workers to transition into more permanent roles if they desire?
3. TECHNOLOGY AND TOOLS:
Consider whether your current technology infrastructure supports the unique needs of a gig-based workforce. This includes tools for project management, communication, and collaboration that are accessible to gig workers who may be dispersed across different locations and time zones. How well does your technology enable gig workers to contribute effectively and stay connected with the organization, regardless of their location or
contract duration?
4. COMPLIANCE AND CONTRACTS :
Review your compliance and contractual strategies to manage the legal complexities of employing gig workers across borders. This includes understanding and adhering to different labour laws, tax obligations, and employment standards in various countries. How robust are your systems for ensuring that all contractual agreements with gig workers are legally compliant and protect the organization from potential risks?