2025年美国和加拿大国内人才流动调查：提升员工体验：迈向以员工为中心的时代

elevating employeeexperience: navigating FULLREPORT A huge shoutout to all our respondents fortheir time and invaluable contributions.Your insights create the heart and soul of welcome to the US and canada domesticmobility survey 2025, your go-to guide for Tap into the collective wisdom of 106 industryinsiders as they share insights and predictions strategies, cost management, remotework, internships, DEI initiatives,sustainability, and more—all focused Why it matters:Whether you’re looking to supercharge yourrelocation policies, boost employee satisfaction, or simply stayahead of the mobility curve, this survey is your playbook for the Now get ready to elevate your mobility programs to new heights.In this employee-centric era, it’s all about making the journey as At Cartus, we know staying ahead of the curve is crucial for mobility andhuman resources professionals. Our 2025 US and Canada DomesticMobility Survey is packed with actionable insights that are alreadyhelping our clients craft smarter strategies for the year ahead. Bysourcing valuable data and pairing it with our deep relocation expertise,we aim to help companies enhance their policies, improve employee who? respondent profile •60% of our survey respondents work in global mobility orrelocation, 26% are in HR/People/Talent roles, and 12% are in •41% report having two to three employees managingrelocation, 25% have just one, and 23% have five or more. •Industries represented in the survey include construction,consumer services, extraction (oil, gas, and mining), finance, •Just over half (51%) managed less than 100 relocating employees inthe last 12 months versus 49% moving more than 100 per year. •More than half (54%) relocate employees within both the United Statesand Canada, while 37% do so within the United States exclusively. However, 18% also manage volume between 501 and1,000. That’s quite a leap, indicating that just a couplemore people can really boost capacity and resources. in-house teams vs. program size The survey data offers fascinating insightsbetween the size of an in-house HR and mobilityteam and the size of the relocation programs •For larger teams of five or more employees, 35%of US domestic programs and 78% of Canadianprograms still manage fewer than 100 relocatingemployees. Here’s the kicker: 26% of US programswith these larger teams handled over 1,000 relocations •For those teams with a lone HR or mobilityprofessional, a whopping 81% of US domesticprograms and 100% of Canadian domesticprograms managed fewer than 100 relocations. Nosurprise—a single person can only handle so much! The bottom line:These trends paint a clear (andunsurprising) picture: the more team membersyou have—even one or two extras—the more [My team has] one global mobility manager who hasresponsibility of all corporates touching domestic – survey respondent "[My team consists of] the head of globalmobility, global mobility business partners,global mobility operational directors, global mobility activity Nearly three-quarters of respondents (71%) indicated that their overall domestic mobilityactivity either increased or remained the same over the past two years. mobility volume meeting relocating employeeexpectations (e.g., accommodatingpersonal or unique requests) (33%) achieving a more flexibleapproach to mobility (32%) Additionally, the emphasis on meeting employeeexpectations and achieving flexibility reflects a broadertrend toward personalization and adaptability inmobility programs. This evolution is crucial as it aligns Interestingly, when we compare the domestic prioritiesand challenges with the findings from ourGlobal Talent Zoom out:From the global perspective, the top prioritiesfor 2024 track closely to the key domestic priorities:improve in-house mobility processes and optimization •This alignment underscores the widespreadrecognition that a streamlined, flexible mobility Whether relocating within the United States and Canadaor across borders around the globe, companies areclearly committed to refining their internal processes The top challenges tell a similar story. •Globally in 2024, the challenges included:rising mobility costs (45%), meeting relocatingemployee expectations (35%), and achieving amore flexible approach to mobility, alongside The big picture:What stands out is the persistent issue ofrising mobility costs, a universal challenge that translatesacross borders and time, affecting both global anddomestic relocation programs. Companies are striving to present an opportunity for companies to reviewhow their benefits are presented to employees. achieving return on investment (ROI) Although not making the top three challenges for2025, “calculating ROI” was listed by more than a •Do policies demonstrate inclusivity?•Does a flexible approach allow theemployee and their family to tailor relocation Why it matters:Assessing a return on investment from anassignment has long been a struggle for many comp