The phrase “getting a seat at the table” has become a mantra for hr and talent mobility professionals seeking better integration within their organizations.

We asked a team of respected HR leaders in APAC to share their thoughts during our recent ATMA Inaugural Conference.  But as industry leaders discussed during this session, earning that seat is only half the story—the real challenge lies in what you do once you’re there.

We’ve gathered key insights that showcase mobility’s strategic role within an organization and the missed opportunities for companies that aren’t maximizing it.

Article Highlights:

• Be proactive: Don’t wait for an invitation—create opportunities to contribute.
• Leverage data: Use metrics to tell compelling stories about impact.
• Build networks: Internal allies and dependable suppliers are critical.
• Stay strategic: Position mobility as a driver of business success, not just a support function.

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1. The Responsibility of the Seat

Panelists emphasized that a seat at the table is not an entitlement; it’s earned through consistent delivery of value. Once there, professionals must demonstrate impact and relevance to remain part of strategic conversations. Visibility and contribution are key to earning a place and keeping it.  The goal is to be in the room to add insights and options from a talent mobility perspective to the ongoing corporate conversations, from planning through implementation. 

2. Executive Expectations: ROI, Compliance, and Cost Control

C-suite priorities shape mobility strategies. Leaders expect:

• Return on Investment (ROI): Mobility must show measurable business impact.
• Compliance: Avoiding legal and regulatory pitfalls remains non-negotiable.
• Cost Efficiency: Pressure to reduce costs drives decisions on outsourcing, insourcing, and program design.

Data storytelling emerged as a powerful tool in the conversation.  Using metrics to illustrate how mobility influences business outcomes positions talent mobility as an integral function rather than a transactional role. 

3. Strategic vs. Tactical: What are some key components that make the difference?

Mobility professionals must pivot from being seen as logistical coordinators to strategic partners. This means shifting the conversation within the organization from occasional needs to:

• Proactively engaging in workforce planning and talent acquisition.
• Leading conversations on expansion, succession planning, and crisis preparedness.
• Normalizing mobility’s presence in “peace time,” not just during urgent projects.

Don’t wait for the invitation.  Initiate the conversations, send reports to leadership and stakeholders, and offer unasked-for insights on company goals.

4. Collaboration is Critical

Mobility touches multiple functions—HR, Talent Acquisition, Finance, Legal, Payroll. Cross-functional collaboration ensures smoother processes and better employee experiences. Building strong internal networks and external supplier relationships is essential for agility and responsiveness.

5. The Ideal Table

The “right” table is wherever decisions are made—whether in talent planning, budgeting, or executive strategy sessions. Sometimes, professionals must invite themselves in, backed by data and insights that demonstrate value. Allies within the organization can help open doors, but confidence and preparedness seal the deal.

Getting a seat at the table is a milestone, but sustaining it requires influence, insight, and initiative. As the panel concluded, the question isn’t just how to get there—it’s how to make that seat count.