Global Mobility Cost Efficiency Assessment
How much does your company pay to operate Global Mobility — before it moves a single employee?
Most organisations know roughly what they spend on moving employees. Far fewer can see the cost of operating the programme itself: hours spent coordinating advisers, chasing documents, updating spreadsheets, processing invoices, answering employee questions and managing suppliers, spread across teams and cost centres.
Service spend vs operating cost
Immigration filings, tax services, relocation and moving are programme service spend. The labour, coordination, supplier management, invoicing, reporting and rework needed to run them is operating cost. This assessment looks at the second — and keeps the two separate.
7-minute screening
Twelve questions about how your mobility operation runs.
Business-level answers only. Don't enter employee names, salaries or documents.
Answer questions 3 and 5–9 to see your suitability screening.
Illustrative screening, not a validated benchmark. Scores never translate into a savings percentage.
Estimative calculator
Estimate your annual operating cost.
Enter your own figures, or start from typical planning assumptions and adjust them in the full assessment. The maths is transparent: internal labour, coordination hours, supplier management and evidenced rework — nothing else.
Coordination effort uses your screening answer on manual work (partly: ~8h per case; rework ~6% of service spend). Answer question 6 above to refine it.
Enter at least your annual cases, FTEs and average salary to see the estimate.
What you keep vs what a Managed Mobility partner can run.
| Activity | Client retains | xpath.global may manage |
|---|---|---|
| Talent and workforce strategy | Business ownership | Operating insight and support |
| Policy design and exceptions | Ownership and approvals | Policy administration and escalation |
| Budget approvals | Final authority | Route and track approvals |
| Case intake and management | Service scope and supervision | Cases, tasks, handoffs, status |
| Tax / immigration / social security | Employer legal obligations | Specialist provider coordination |
| Relocation / destination / moving | Standards and limits | Supplier sourcing and coordination |
| Employee queries | Service expectations | Day-to-day support and updates |
| Documents and expiry | Privacy and access governance | Collection, reminders, audit trail |
| Vendor governance | Commercial / escalation authority | SLA monitoring, reporting, follow-ups |
| Financial reporting | Finance control and sign-off | Operational data and cost visibility |
Illustrative allocation, not a transfer of statutory employer obligations or regulated professional accountability. Contractual scope determines actual delivery.
A fictional worked example.
| Annual operating cost | Internal model | Managed model |
|---|---|---|
| Dedicated mobility operations | EUR 110,000 | EUR 25,000 |
| Shared HR / Finance administration | EUR 35,000 | EUR 15,000 |
| Existing external coordination | EUR 45,000 | EUR 0 |
| Technology and systems | EUR 20,000 | EUR 5,000 |
| Transactions / evidenced rework | EUR 30,000 | EUR 15,000 |
| New managed-services fee | EUR 0 | EUR 120,000 |
| Total run-rate | EUR 240,000 | EUR 180,000 |
Illustrative result: a EUR 60,000 annual economic difference. That is not automatically a cash saving — time released is capacity unless spending genuinely falls, and transition costs, ramp-up and retained internal oversight change year-one results. All figures are fictional and do not represent xpath.global client results or a fee quotation.
Seven cost drivers, three operating choices.
01Improved in-house
Your team keeps running the operation, with better process, tooling and supplier governance.
02Co-managed
You keep policy, approvals and governance; a partner runs agreed cases, vendors and reporting.
03Fully managed
You retain strategic control while a partner takes day-to-day operational responsibility under agreed SLAs.
How the full assessment works
- 1.Screen
- 2.Map
- 3.Price
- 4.Stress test
- 5.Review
The next move
Request your personalised Cost Efficiency Assessment.
We map your current responsibilities, costs and growth triggers, then compare improved in-house, co-managed and fully managed models on a like-for-like basis — with cash, capacity and risk shown separately.
This assessment is a diagnostic model, not a guarantee, binding quotation or legal, tax or accounting opinion. Outcomes depend on verified inputs and equivalent scope; savings may be lower, zero or negative.