How global mobility can build a strategic AI foundation – EY
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At EY, our purpose is building a better working world. The insights and services we provide help to create long-term value for clients, people and society, and to build trust in the capital markets.
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EY report indicates CFOs and tax leaders innovating with AI to manage mounting geopolitical turbulence, talent shortages and regulatory developments
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New era for corporate treasurers as global volatility spurs need to find fresh growth opportunities
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What if disruption isn't the challenge, but the chance?
Transform your business and thrive in the NAVI world of nonlinear, accelerated, volatile and interconnected change. Discover how.
Geostrategic Analysis: March 2026 edition
Read the March 2026 Geostrategic Analysis for our take on geopolitical developments and the impact of these political risks on international business.
How can reimagining today's workforce help banks shape their future?
By focusing on four bold imperatives, banks can differentiate in the competition for top talent and drive higher returns on people investments.
Select your location
EY Global People Advisory Services Tax Technology Leader
In brief
From every angle, generative AI (GenAI) and agentic tools are disrupting how organizations consider operations, strategy and investment. Despite a rapid increase in AI adoption levels, most organizations are still seeking a “killer app” for functions that have high strategic importance like mobility, global payroll and human resources (HR) more generally. Many organizations are stuck experimenting with isolated tools, waiting for near-term benefits, while also failing to lay the foundations for long-term impact. Other organizations are filling their operations with semi-autonomous AI agents, only to find that these agents simply turn broken processes into ones that fail faster.
Functional leaders have already heard about AI’s potential for helping to close talent gaps, and about the promise of agents ushering in a new wave of efficiency and cost savings. But leaders need more than promise and potential for the phase to come. They need roadmaps toward real value that keep the concerns of people from getting lost during the journey.
Hype around GenAI can’t sustain interest and investment for the long term. Now is the moment for workforce mobility functions to chart the path toward practical AI use cases, with strong opportunities in three key areas:
As the initial shockwaves of GenAI and agentic AI continue to subside, mobility functions that move proactively, with purpose, will be best positioned to realize value from an AI-enabled workforce.
Chapter 1
Early focus on operational gains from AI tools misses the bigger picture. Risk forecasting helps plot a future course, while agents can help improve user experience today.
Increased adoption of AI tools by individual and enterprise users is finally moving the conversation from broad awareness to strategic action. An overwhelming 88% of employees say they are using AI tools at work to some degree, with 37% using them daily, according to the EY Work Reimagined Survey. But the survey shows only 28% of organizations are positioning employees to realize transformational impact from AI.
Functional leaders will recognize the roots of this disconnect: teams need to balance operational needs and routine processes with a desire to focus on more strategic, higher-value activities. With tight budgets and market volatility, executive sponsorship for technology investments in functions like mobility require clear returns on investment (ROI). As a result, some mobility functions delay action altogether, expecting those clearer returns, while others adopt tools without a roadmap to connect early experimentation with longer-term transformation.
Sustainable value, which can elevate the internal use case for AI transformation, is built through enhanced strategic foresight and risk management, improved employee experiences and functions reshaped for an agentic future.
There is also still confusion over the skills and experiences needed to get the best from AI, which is slowing down progress as teams scramble to upskill. However, the distinction between the “business side” and the “technology side” has vanished, replaced by a singular requirement for integrated intelligence across teams that breaks down the technology vs. business barriers that once existed.
AI is transforming the nature of work carried out by humans, calling for new skills, operating models and processes. In short, it is challenging the way we get work done. For some organizations, this disruption is forcing a shift in how functions operate and how they are organized, especially functions like mobility and global payroll, which are vital to fulfilling executive talent strategy.
Many functions remain constrained by fragmented data, legacy workflows and operating models designed for manual execution. Mobility teams, in particular, need to find ways to deploy AI to enhance high-touch processes such as coordinating immigration steps, collecting assignment-related compensation data across multiple systems, and managing year-end tax reconciliation cycles that still rely heavily on manual inputs.
But technology is only as useful as the people who are trained to use it. Adoption and adaptability are key.
There are already examples of functions laying the groundwork for a future where human creativity and agility are prized, as AI augments such technical capabilities. The EY Tax and Finance Operations Survey shows that almost all respondents agree that strategic thinking, problem-solving and critical thinking are essential for future tax professionals, with communication and collaboration skills cited by 78%. A premium is put on human connection and authenticity.
Greater than individual skills, functional leaders can see this as the foundation of teams that can see long-term and short-term benefits from new tools without falling prey to tabloid messaging around AI.
Global organizations should already have capabilities for horizon-scanning and scenario planning to help assess and evaluate potential market events and risks. GenAI systems allow for a supercharged analysis of scenarios based on large and sometimes disparate data sets. The use of digital agents can break this distillation of historical data and predictive analysis into semi- or entirely autonomous steps.
More specifically for mobility functions, this could mean continuously monitoring immigration reform proposals, upcoming tax treaty negotiations, shifts in cost-of-living indices, or geopolitical developments that may disrupt current or planned assignments.
In reality, few mobility teams have the capacity to monitor and synthesize these signals today, leaving them reactive rather than prepared when change arrives. But this isn’t sustainable. The risks of not enhancing horizon-scanning, and missing regulatory updates, can create cascading effects, from assignment delays to unexpected payroll reporting obligations. Early detection becomes a tangible strategic advantage.
But this strategic value is dependent on having the highest quality data and the “humans in the loop” who have the skills and abilities to plan, troubleshoot and adapt the process as needed.
These are central factors in the long term, just as they are in the short term.
How EY can help
People Mobility Solution
Our people mobility services professionals can help you move talent across the globe with minimum delay and inconvenience. Find out more.
One of the more straightforward and high-visibility uses of agents in the near-term is for personalization of common tasks. EY data show AI use today is still concentrated in certain key areas, including customer or user experience, with 31% using AI to access customer support, and in personal applications like content translation (29%).
These are immediate, tactical benefits that functions can deploy but often don’t. Many organizations struggle to move beyond pilots or point solutions, leaving tangible improvements to employee experience unrealized.
In mobility especially, users need to access multiple systems to find tax, immigration, regulatory or HR information. Agentic tools can streamline this by producing personalized policy summaries, location-specific onboarding checklists, or plain-language assignment briefings that reflect an employee’s family situation, role and host country requirements. Any friction between employees and these systems can create stress on themselves and their families, and disruptions in their work. Personalized guidance using the latest natural language processing capabilities can also extend to family-specific needs, such as schooling options or access to local medical care, which are often make-or-break factors for assignment success.
With relatively little effort, AI tools can customize access to data and provide formats that are most likely to help the employee, even nudging employees with additional insights that may be of help based on personal circumstances. This ultimately can help improve employee experience and sentiment, while helping to control costs of data management and access.
Metrics and benchmarking can be built into these systems, providing a feedback loop that helps iterate in real time. This is particularly powerful in mobility, where post-assignment surveys, vendor evaluations and free-text employee comments often remain siloed and under-analyzed despite containing rich insight into assignment success factors.
Efficiency gains from AI deployment are positive, but that is only part of the puzzle. Poor customer or employee experience will almost always lead to worse outcomes.
Taken together, these shifts make it clear that the next phase for mobility isn’t simply about understanding AI’s potential, but about putting it to work in ways that solve the function’s everyday challenges.
Chapter 2
As mobility teams confront rising complexity and tighter expectations, the most practical gains from AI often begin in unexpected places.
How EY can help
EY Mobility Pathway: global workforce management tool
EY Mobility Pathway is a scalable, integrated solution that delivers the mobile talent lifecycle on a single, end-to-end platform. Learn how.
Because mobility sits at the center of tax, immigration, payroll and employee experience, even small agentic tools can deliver outsized returns. They help teams interpret the signals already hidden in their own processes, clarifying where people struggle, where operations stall and where expectations fall short. The heavy data lift and analysis can be accelerated with AI agents to help teams move faster in their interpretations.
One reason progress stalls is that mobility teams lack clear, actionable insight into where experience breaks down today and how those signals connect to future program design. The example that follows illustrates how mobility can begin experimenting with these tools today, starting with a simple sentiment-analysis agent that turns scattered feedback into structured insight.
A lightweight agent built in an agent builder can transform post-assignment feedback into decision-ready insight for HR and Global Mobility.
Process at a glance: In an agent builder, the user creates an agent with the persona of a global mobility assignee satisfaction survey expert, primed to analyze structured and unstructured survey data and produce executive-ready summaries aligned to mobility outcomes. The Assignee Sentiment Agent is instructed to review mixed-format responses; detect themes, keywords and patterns; flag incomplete or ambiguous entries; classify sentiment (positive/negative/neutral) and emotional intensity (e.g., frustration, enthusiasm, confusion); and surface trends across assignment types, mobility program elements, or time periods. To protect trust, the instructions require anonymized, aggregated reporting and mandate clear, executive-friendly outputs like dashboards or slide outlines.
Data activation: The user uploads mobility survey data, allowing the agent to apply its instructions directly.
Typical outputs: The agent returns a brief, board‑level view organized into what’s working, what can be improved and what’s not working. Illustrative strengths may include smoother onboarding experiences or effective local HR responsiveness; improvement areas may surface around cross‑regional communication or family support; and challenge areas may highlight pain points such as housing or inconsistent post‑relocation follow‑up.
Why it matters: This approach converts free‑text commentary and disparate survey formats into consistent rubrics that leadership can track over time. It also creates a feedback loop to inform policy updates, vendor performance discussions, and targeted interventions across assignment types without exposing individual identities.
In practice, this agent becomes a reusable building block that mobility teams can run on each survey cycle, expanding scope and sophistication as data quality and adoption improve.
Without deliberate action, mobility functions risk falling into a familiar pattern: limited experimentation that delivers little return.
To bring advanced AI tools into organizations and realize real-world impact, mobility leaders have an opportunity to level-up themselves and their functions. To foster human success, leaders can work to upskill themselves and their teams, invest time to learn about tools and use cases, and create an environment for experimentation and iteration.
More broadly, functions should lay the groundwork for a strategic AI foundation:
For mobility functions, the risk is no longer adopting AI too quickly, but adopting it too tentatively. Those that fail to act now may miss both the near-term gains within reach and the longer term capabilities they will soon need.
Special thanks to Gareth Paine, Partner, People Advisory Services Tax, EY Advisory S.p.A. who significantly contributed to this article.
Many global mobility functions are approaching AI with caution, experimenting at the margins while postponing the deeper work required to see real returns. Such tentativeness risks leaving both short‑term gains and long‑term readiness on the table. Mobility‑specific examples show how a strategic AI foundation, paired with practical agentic tools, can reduce friction, improve employee experience and surface clearer insight today while better anticipating and adapting to risks tomorrow. A sentiment‑analysis agent illustrates how starting small can help mobility teams build momentum for sustained transformation.
Related articles
How can workforce mobility be a critical bridge to solve talent gaps?
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About this article
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
source
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
See more
Private Equity Pulse
Private Equity Pulse: key takeaways from Q4 2025
04 Feb 2026Pete Witte
Geostrategic Analysis
Geostrategic Analysis
09 Feb 2026Oliver Jones
Futures Reimagined
Megatrends 2026 and beyond
EY podcasts
EY webcasts
Case studies
EY helps clients create long-term value for all stakeholders. Enabled by data and technology, our services and solutions provide trust through assurance and help clients transform, grow and operate.
Customer & Growth by EY Studio+
EY.ai – A unifying platform
Technology transformation
Tax function operations
Climate change and sustainability services
EY Ecosystems
EY Nexus platform
EY wavespace™
Discover how EY insights and services are helping to reframe the future of your industry.
See more
Consulting
How AI innovation powers Microsoft’s finance journey
30 Oct 2025EY Global
Energy resources
How AI drove data optimization for oil and gas capital projects
06 Aug 2025EY Global
Strategy and Transactions
Rivada is reimagining wireless internet as a commodity
11 Jul 2025EY Global
See all
We bring together extraordinary people, like you, to build a better working world.
See more
Experienced professionals
Student and entry level programs
Talent community
At EY, our purpose is building a better working world. The insights and services we provide help to create long-term value for clients, people and society, and to build trust in the capital markets.
See more
Press release
EY report indicates CFOs and tax leaders innovating with AI to manage mounting geopolitical turbulence, talent shortages and regulatory developments
18 Nov 2025Renny Popoola
Press release
EY-Parthenon practice unveils neurosymbolic AI capabilities to empower businesses to identify, predict and unlock revenue at scale
10 Sep 2025EY Global
Press release
New era for corporate treasurers as global volatility spurs need to find fresh growth opportunities
18 Sep 2025Emile Abu-Shakra
No results have been found
Topics
General
People
Recent Searches
Trending
What if disruption isn't the challenge, but the chance?
Transform your business and thrive in the NAVI world of nonlinear, accelerated, volatile and interconnected change. Discover how.
Geostrategic Analysis: March 2026 edition
Read the March 2026 Geostrategic Analysis for our take on geopolitical developments and the impact of these political risks on international business.
How can reimagining today's workforce help banks shape their future?
By focusing on four bold imperatives, banks can differentiate in the competition for top talent and drive higher returns on people investments.
Select your location
EY Global People Advisory Services Tax Technology Leader
In brief
From every angle, generative AI (GenAI) and agentic tools are disrupting how organizations consider operations, strategy and investment. Despite a rapid increase in AI adoption levels, most organizations are still seeking a “killer app” for functions that have high strategic importance like mobility, global payroll and human resources (HR) more generally. Many organizations are stuck experimenting with isolated tools, waiting for near-term benefits, while also failing to lay the foundations for long-term impact. Other organizations are filling their operations with semi-autonomous AI agents, only to find that these agents simply turn broken processes into ones that fail faster.
Functional leaders have already heard about AI’s potential for helping to close talent gaps, and about the promise of agents ushering in a new wave of efficiency and cost savings. But leaders need more than promise and potential for the phase to come. They need roadmaps toward real value that keep the concerns of people from getting lost during the journey.
Hype around GenAI can’t sustain interest and investment for the long term. Now is the moment for workforce mobility functions to chart the path toward practical AI use cases, with strong opportunities in three key areas:
As the initial shockwaves of GenAI and agentic AI continue to subside, mobility functions that move proactively, with purpose, will be best positioned to realize value from an AI-enabled workforce.
Chapter 1
Early focus on operational gains from AI tools misses the bigger picture. Risk forecasting helps plot a future course, while agents can help improve user experience today.
Increased adoption of AI tools by individual and enterprise users is finally moving the conversation from broad awareness to strategic action. An overwhelming 88% of employees say they are using AI tools at work to some degree, with 37% using them daily, according to the EY Work Reimagined Survey. But the survey shows only 28% of organizations are positioning employees to realize transformational impact from AI.
Functional leaders will recognize the roots of this disconnect: teams need to balance operational needs and routine processes with a desire to focus on more strategic, higher-value activities. With tight budgets and market volatility, executive sponsorship for technology investments in functions like mobility require clear returns on investment (ROI). As a result, some mobility functions delay action altogether, expecting those clearer returns, while others adopt tools without a roadmap to connect early experimentation with longer-term transformation.
Sustainable value, which can elevate the internal use case for AI transformation, is built through enhanced strategic foresight and risk management, improved employee experiences and functions reshaped for an agentic future.
There is also still confusion over the skills and experiences needed to get the best from AI, which is slowing down progress as teams scramble to upskill. However, the distinction between the “business side” and the “technology side” has vanished, replaced by a singular requirement for integrated intelligence across teams that breaks down the technology vs. business barriers that once existed.
AI is transforming the nature of work carried out by humans, calling for new skills, operating models and processes. In short, it is challenging the way we get work done. For some organizations, this disruption is forcing a shift in how functions operate and how they are organized, especially functions like mobility and global payroll, which are vital to fulfilling executive talent strategy.
Many functions remain constrained by fragmented data, legacy workflows and operating models designed for manual execution. Mobility teams, in particular, need to find ways to deploy AI to enhance high-touch processes such as coordinating immigration steps, collecting assignment-related compensation data across multiple systems, and managing year-end tax reconciliation cycles that still rely heavily on manual inputs.
But technology is only as useful as the people who are trained to use it. Adoption and adaptability are key.
There are already examples of functions laying the groundwork for a future where human creativity and agility are prized, as AI augments such technical capabilities. The EY Tax and Finance Operations Survey shows that almost all respondents agree that strategic thinking, problem-solving and critical thinking are essential for future tax professionals, with communication and collaboration skills cited by 78%. A premium is put on human connection and authenticity.
Greater than individual skills, functional leaders can see this as the foundation of teams that can see long-term and short-term benefits from new tools without falling prey to tabloid messaging around AI.
Global organizations should already have capabilities for horizon-scanning and scenario planning to help assess and evaluate potential market events and risks. GenAI systems allow for a supercharged analysis of scenarios based on large and sometimes disparate data sets. The use of digital agents can break this distillation of historical data and predictive analysis into semi- or entirely autonomous steps.
More specifically for mobility functions, this could mean continuously monitoring immigration reform proposals, upcoming tax treaty negotiations, shifts in cost-of-living indices, or geopolitical developments that may disrupt current or planned assignments.
In reality, few mobility teams have the capacity to monitor and synthesize these signals today, leaving them reactive rather than prepared when change arrives. But this isn’t sustainable. The risks of not enhancing horizon-scanning, and missing regulatory updates, can create cascading effects, from assignment delays to unexpected payroll reporting obligations. Early detection becomes a tangible strategic advantage.
But this strategic value is dependent on having the highest quality data and the “humans in the loop” who have the skills and abilities to plan, troubleshoot and adapt the process as needed.
These are central factors in the long term, just as they are in the short term.
How EY can help
People Mobility Solution
Our people mobility services professionals can help you move talent across the globe with minimum delay and inconvenience. Find out more.
One of the more straightforward and high-visibility uses of agents in the near-term is for personalization of common tasks. EY data show AI use today is still concentrated in certain key areas, including customer or user experience, with 31% using AI to access customer support, and in personal applications like content translation (29%).
These are immediate, tactical benefits that functions can deploy but often don’t. Many organizations struggle to move beyond pilots or point solutions, leaving tangible improvements to employee experience unrealized.
In mobility especially, users need to access multiple systems to find tax, immigration, regulatory or HR information. Agentic tools can streamline this by producing personalized policy summaries, location-specific onboarding checklists, or plain-language assignment briefings that reflect an employee’s family situation, role and host country requirements. Any friction between employees and these systems can create stress on themselves and their families, and disruptions in their work. Personalized guidance using the latest natural language processing capabilities can also extend to family-specific needs, such as schooling options or access to local medical care, which are often make-or-break factors for assignment success.
With relatively little effort, AI tools can customize access to data and provide formats that are most likely to help the employee, even nudging employees with additional insights that may be of help based on personal circumstances. This ultimately can help improve employee experience and sentiment, while helping to control costs of data management and access.
Metrics and benchmarking can be built into these systems, providing a feedback loop that helps iterate in real time. This is particularly powerful in mobility, where post-assignment surveys, vendor evaluations and free-text employee comments often remain siloed and under-analyzed despite containing rich insight into assignment success factors.
Efficiency gains from AI deployment are positive, but that is only part of the puzzle. Poor customer or employee experience will almost always lead to worse outcomes.
Taken together, these shifts make it clear that the next phase for mobility isn’t simply about understanding AI’s potential, but about putting it to work in ways that solve the function’s everyday challenges.
Chapter 2
As mobility teams confront rising complexity and tighter expectations, the most practical gains from AI often begin in unexpected places.
How EY can help
EY Mobility Pathway: global workforce management tool
EY Mobility Pathway is a scalable, integrated solution that delivers the mobile talent lifecycle on a single, end-to-end platform. Learn how.
Because mobility sits at the center of tax, immigration, payroll and employee experience, even small agentic tools can deliver outsized returns. They help teams interpret the signals already hidden in their own processes, clarifying where people struggle, where operations stall and where expectations fall short. The heavy data lift and analysis can be accelerated with AI agents to help teams move faster in their interpretations.
One reason progress stalls is that mobility teams lack clear, actionable insight into where experience breaks down today and how those signals connect to future program design. The example that follows illustrates how mobility can begin experimenting with these tools today, starting with a simple sentiment-analysis agent that turns scattered feedback into structured insight.
A lightweight agent built in an agent builder can transform post-assignment feedback into decision-ready insight for HR and Global Mobility.
Process at a glance: In an agent builder, the user creates an agent with the persona of a global mobility assignee satisfaction survey expert, primed to analyze structured and unstructured survey data and produce executive-ready summaries aligned to mobility outcomes. The Assignee Sentiment Agent is instructed to review mixed-format responses; detect themes, keywords and patterns; flag incomplete or ambiguous entries; classify sentiment (positive/negative/neutral) and emotional intensity (e.g., frustration, enthusiasm, confusion); and surface trends across assignment types, mobility program elements, or time periods. To protect trust, the instructions require anonymized, aggregated reporting and mandate clear, executive-friendly outputs like dashboards or slide outlines.
Data activation: The user uploads mobility survey data, allowing the agent to apply its instructions directly.
Typical outputs: The agent returns a brief, board‑level view organized into what’s working, what can be improved and what’s not working. Illustrative strengths may include smoother onboarding experiences or effective local HR responsiveness; improvement areas may surface around cross‑regional communication or family support; and challenge areas may highlight pain points such as housing or inconsistent post‑relocation follow‑up.
Why it matters: This approach converts free‑text commentary and disparate survey formats into consistent rubrics that leadership can track over time. It also creates a feedback loop to inform policy updates, vendor performance discussions, and targeted interventions across assignment types without exposing individual identities.
In practice, this agent becomes a reusable building block that mobility teams can run on each survey cycle, expanding scope and sophistication as data quality and adoption improve.
Without deliberate action, mobility functions risk falling into a familiar pattern: limited experimentation that delivers little return.
To bring advanced AI tools into organizations and realize real-world impact, mobility leaders have an opportunity to level-up themselves and their functions. To foster human success, leaders can work to upskill themselves and their teams, invest time to learn about tools and use cases, and create an environment for experimentation and iteration.
More broadly, functions should lay the groundwork for a strategic AI foundation:
For mobility functions, the risk is no longer adopting AI too quickly, but adopting it too tentatively. Those that fail to act now may miss both the near-term gains within reach and the longer term capabilities they will soon need.
Special thanks to Gareth Paine, Partner, People Advisory Services Tax, EY Advisory S.p.A. who significantly contributed to this article.
Many global mobility functions are approaching AI with caution, experimenting at the margins while postponing the deeper work required to see real returns. Such tentativeness risks leaving both short‑term gains and long‑term readiness on the table. Mobility‑specific examples show how a strategic AI foundation, paired with practical agentic tools, can reduce friction, improve employee experience and surface clearer insight today while better anticipating and adapting to risks tomorrow. A sentiment‑analysis agent illustrates how starting small can help mobility teams build momentum for sustained transformation.
Related articles
How can workforce mobility be a critical bridge to solve talent gaps?
The EY Mobility Reimagined Survey shows mobility as a key element to solving talent shortages. Learn what sets evolved functions apart from the rest.
How GenAI reimagines global mobility
How GenAI and managed services help to reimagine mobility – reduce cost and risk, automate payroll, build a data blueprint and improve workforce planning.
How GenAI is reshaping the future of tax talent
A global tax talent deficit has created opportunities for new talent sources. AI is reshaping teams and empowering new starters in response. Learn more.
About this article
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
source
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
