Global mobility functions have long measured success by logistics: visas processed on time, shipping arrived, start date met. But if those are the only metrics that matter, the function is missing the point entirely. The real question is whether people thrive during and after their assignments, and whether mobility teams are even equipped to find out.

Clare Eskriett from Hogan Lovells brings 28 years of experience and a personal stint as a single expat in Hong Kong to a conversation about what it genuinely means to put people at the centre of a mobility programme. She argues that the shift from company-led to worker-empowered mobility is not just about flexible policies; it is about understanding individuals, building real relationships, and using data that actually reflects human outcomes.

Tune in to this episode as we explore:

(07:33) Why “take it or leave it” mobility policies fail

(09:55) Why most moves aren’t purely employee or business-driven

(13:22) Why visa turnaround times are the wrong mobility metric

(15:42) Using HR data to track post-assignment careers and retention

(19:01) What missing assignee surveys reveal about mobility priorities

(22:34) Building trust so assignees share what really went wrong

(25:26) Why direct partner access reveals the full relocation picture

(28:18) Why single movers may face the greatest isolation risks

(30:49) What Clare’s solo Hong Kong move taught her

(32:32) How proactive check-ins uncover problems assignees won’t volunteer