Talent mobility trends shaping the workforce in 2026

Talent mobility is no longer a perk but a business imperative. In this feature, three HR leaders in the region tell Sarah Gideon how they are reimagining mobility for 2026.

Talent mobility has emerged as one of the most critical levers for workforce strategy in the last few years. Once a niche perk reserved for expatriates or high‑potential employees, it has now transformed to a strategic necessity that is central to how organisations attract, retain, and develop talent in an era defined by shortages, global competition, and shifting expectations. 

As organisations step into 2026, the ability to move people — across roles, departments, geographies, and even digital platforms — is redefining how companies attract, retain, and develop talent. 

In this article, Sarah Gideon speaks to HR leaders in Southeast Asia to explore some of the talent mobility trends shaping the workforce in 2026, and what they think must be prioritised for the year ahead. 

But before we dive in, let us explore what were the key trends that came up in 2025:

In 2025, global talent mobility saw significant shifts – driven by lingering effects of the 2019 pandemic, rapid tech adoption, and evolving employee expectations. Countries rolled out remote work and digital nomad visas, enabling broader access to specialised talent. Cross-border hiring expanded talent pools and sped up recruitment, while hybrid work models offered flexibility, reduced relocation costs, and allowed temporary moves without full expatriation.

The above aside, mobility programmes also increasingly prioritised employee experience, with more focus on wellbeing, cultural support, and flexible relocation options. However, companies still had to navigate complex immigration and tax regimes, alongside greater considerations on sustainability with organisations reducing travel and exploring greener relocation practices.

How Remerge, ManpowerGroup Thailand, and Delta Electronics Thailand are redefining mobility for the future of work

As we move from the lessons of 2025 into the opportunities for 2026, mobility is no longer just about relocation. As Riantina, Global Director, People & Culture, Remerge highlights, it is about “empowering employees with choice, flexibility, and trust.” The ability to move people across roles, departments, geographies, and even digital platforms is reshaping the future of work. 

When asked about the number one trend potentially shaping employee mobility in 2026 and how their teams are staying on top, Riantina points to the rise of flexible, borderless work.

“Employees increasingly expect the freedom to work from anywhere, blending personal and professional priorities without being tied to a physical office.” 

Taking Remerge as an example, this expectation is met through a remote‑first policy, unlimited vacation, and global programmes such as short‑term assignments (STAs) and sabbaticals (mini-retirement), which empower employees to explore new environments while remaining fully supported. “These policies create space for both personal development and global exposure.” 

To ensure equity and sustainability, Riantina emphasises that Remerge continuously monitors engagement insights, benchmarks with partners, and strengthens manager capability — embedding flexibility and trust into the fabric of mobility, in order to align with its people’s evolving needs.  

Across the seas, Vipasiri Chandhsaevee (Mink), Associate Director for People & Culture, ManpowerGroup Thailand, notes that the new-generation workforce is more open to mobility than ever. "Research shows that Gen Z and Millennials are increasingly willing to relocate or work across borders when career growth is offered, reflecting strong confidence in exploring opportunities without geographic limits."

"At the same time, organisations are accelerating automation and shifting to performance-driven models, supported by digital systems that enable agile, borderless talent movement."

Companies that embrace structured mobility policies are already seeing clear benefits, Mink shares, with global talent trend reports indicating that organisations with strong internal mobility tend to achieve higher retention and stronger engagement.

So how are HR teams staying ahead of this curve? Mink highlighted four ways to lay the groundwork early:

• Building workforce readiness with future skills and flexible systems,
• Embedding mobility into succession pipelines,
• Creating regional talent hubs, and 
• Using people analytics to forecast mobility needs and shifts.

Meanwhile, Chih-Hao Huang, Chief Human Resources Officer of SEA Region, Delta Electronics Thailand, highlights meaningful purpose as the critical mechanism shaping mobility in 2026. "It is the critical mechanism activating two types of high-tech talent.” 

• First, it attracts visionaries who already possess a clear personal direction. When their direction matches a corporate mission, the result is powerful job alignment.
• Second, it captures the value-driven talent with strong values but an undefined path. When value systems are aligned, an organisation earns the trust to lead them, acting as the compass that turns their potential into trajectory.

“In my opinion, purpose is strategic because it acts as an accelerator for the first group and a guide for the second.”

At Delta Electronics Thailand, the company operationalises this philosophy through four pillars:

1. Ensuring every HR touchpoint aligns with its vision, mission, and values, to guarantee a strong cultural fit from day one.
2. Allocating 8-10% of the annual profit specifically for employees to test new businesses and innovations which align with the organisation's mission.
3. Guiding the team through structured mentoring and coaching, treating it as essential infrastructure.
4. Jobs rotation is a criterion for promotion. "We provide the platform and training to support this, ensuring our people are agile, versatile, and multi-skilled," Chih-Hao says.

He adds that through combining clear values with tangible capital and mandatory movement, the team is able to transform purpose into daily operating action. 

Together, these perspectives illustrate the driving forces of mobility in 2026: a workforce hungry for flexibility and borderless opportunity, and organisations using purpose-driven alignment to guide and accelerate talent growth.

From Remerge’s borderless, flexible policies to Delta Electronics Thailand’s mission-driven approach, and ManpowerGroup Thailand’s observations on a new-generation workforce increasingly open to relocation and cross-border opportunities, the evidence is clear: employees demand both freedom and purpose, and organisations that deliver on these expectations gain a decisive advantage.

Organisations that will thrive in the years ahead are those that recognise mobility not merely as movement, but as a strategic engine powering growth, resilience, and the bottom line — built on flexibility, purpose, and a workforce ready to cross borders, both physical and digital.

READ MORE: Industry leaders share how young Singaporeans can stay future-ready in an evolving landscape 

Photos / Provided