U.S. Government Services
A PROUD RELOCATION MANAGEMENT PROVIDER TO THOSE SERVING OUR COUNTRY
Since 1984, Sirva, dba BGRS, Inc. (“BGRS”), has been a trusted advisor and partner to the nation’s top federal agencies. Our decades-long history of serving the U.S. government is backed by our unparalleled experience in conforming to both the Federal Acquisition Regulation (FAR) and Federal Travel Regulation (FTR) and our deep understanding of the General Services Administration’s (GSA’s) stringent relocation policy requirements and guidelines.
Since the award of our first Government contract in 1984, we have supported 40+ federal and quasi-governmental agencies and managed more than 147,500 U.S. federal moves. We have also expertly handled 280,000 moves for the Canadian Government over the past 15 years.
OUR EXPERIENCE HAS YOU COVERED
As the relocation industry’s leading federal contractor, we offer complete, reliable relocation services in full compliance with the GSA Schedule 48 and all U.S. government contracting requirements. We value our long-standing relationship with the U.S. government and take our responsibility to the federal agencies and employees we serve seriously.
Highlighting our experience and leadership in serving the government sector, we have proudly played a key role in the following federal community forums for many years:
- Senior Executives Association (SEA) Corporate Advisory Council: Serve as an advocate for our government clients’ relocation interests to federal leaders.
- Government Relocation Advisory Board (GRAB): Served as an active member focused on transforming the relocation provisions of the FTR.
Our agency clients are governed by the highest ethical standards and quality control elements:
GOVERNMENT-TRAINED AND GOVERNMENT-CLEARED PERSONNEL:
All dedicated team members are U.S. citizens and hold or are in the process of obtaining Position of Public Trust security clearances.
STRINGENT SECURITY PROTOCOLS:
All systems, facilities, personnel, and data accessibility are U.S-based and carefully constructed to adhere to government standards and protect the sensitive information entrusted to us.
SECURE RELOCATION MANAGEMENT PORTAL:
Adheres to the highest global standards for data security with multi-factor authentication, biometrics, and user-level validation.
PROPRIETARY GCERTIFIED™ PROGRAM:
All dedicated government team members and service partners are required to participate in a Sirva, dba BGRS-developed course to learn FTR/FAR requirements and understand government culture.
Sirva, dba BGRS, Inc., stands as a steadfast and proud relocation service partner to the U.S. government. With a commitment to excellence, efficiency, and unparalleled service, we have consistently demonstrated its ability to meet the unique needs and challenges of government-sponsored relocations. Through innovative solutions, rigorous adherence to compliance, and a dedicated team of professionals, we ensure that every relocation undertaken in partnership with the U.S. government is executed with precision and care.
MORE THAN A MOVER
In addition to providing relocation management services, we play a pivotal role in supporting U.S. federal government agencies in crafting relocation strategies that seamlessly integrate with overarching talent management objectives. By leveraging our expertise and experience in mobility solutions, we ensure that relocation initiatives align closely with broader talent management goals.
SPOUSE AND PARTNER ASSISTANCE:
We provide personalized services to help facilitate integration into the new community, such as mentor and support networks and career assistance, which may include resume writing and interviewing, introductions/networking opportunities, and traditional job placement services in the destination location.
CAREER ADVANCEMENT:
We support a mobile employee's career advancement through a range of relocation service solutions and policies designed to facilitate professional growth and development. We enable mobile employees to seamlessly transition to new roles and opportunities while supporting their long-term professional success within the organization.
Employee Retention:
We contribute to our government clients’ employee retention by facilitating smooth transitions and providing personalized support throughout the relocation process, enhancing job satisfaction, maintaining loyalty, and safeguarding institutional knowledge.
By connecting relocations with these critical goals, Sirva, dba BGRS, not only facilitates efficient moves but also actively contributes to the long-term success and effectiveness of U.S. federal government agencies' talent management strategies.
As we look towards the future, we remain unwavering in our dedication to facilitating seamless transitions for government employees and their families, thereby upholding our shared commitment to service, integrity, and excellence.
RELOCATION SERVICES
We have been authorized by the GSA to provide the following relocation services to the federal government under Schedule Title: Transportation, Delivery & Relocation Services; SIN 531 (Schedule 48); Contract number: GS-33F-001HA.
The following Multiple Award Schedule (MAS) outlines the Special Item Numbers (SINs) we are approved to provide to the U.S. government:
653-1 Home Sale
653-4 Entitlement Counseling
653-1B Marketing Assistance
653-5 Agency Customizes Services
653-5 Property Management
653-7 Move Management
For a complete history and listing of services, please refer to our GSA-Approved Catalog.
The Great Pivot: How Global Mobility Is Becoming a Strategic Talent Flow Engine
At WERC APAC 2026, mobility and talent leaders gathered to discuss a fundamental shift reshaping organizations worldwide: the move from traditional relocation management to strategic talent deployment.
In a session featuring Sirva CEO Carlyn Taylor, Johnson & Johnson’s Jayne Line, Bayer’s Sundara Srinivas, and moderator Dean Bennetts of Sirva, one message stood out clearly: organizations can no longer rely on external hiring alone to meet growing capability demands. Instead, they must unlock the talent already existing within their workforce.
Why Internal Talent Flow Matters Now
Organizations face a common challenge: how to grow revenue and capabilities without increasing headcount at the same pace. The rapid advancement of AI, ongoing skills shortages, and increased competition for specialist talent are accelerating this pressure.
According to discussion points shared during the session, competition for AI and digital talent has intensified significantly, making external recruitment increasingly expensive and difficult. As a result, leading organizations are focusing on internal talent mobility as a strategic advantage rather than a talent management initiative.
This is a significant opportunity, and while most organizations recognize the importance of aligning mobility with broader talent strategy, many have yet to fully integrate mobility into workforce planning and capability development.
Moving Beyond Jobs: The Rise of Skills-Based Talent Strategies
One of the strongest themes from the panel was the need to move from a job-based mindset to a skills-based approach. Rather than viewing employees through the lens of fixed roles, organizations are increasingly identifying and deploying skills where they are needed most. Bayer shared how its operating model has evolved toward dynamic talent flow, enabling employees to move between projects and opportunities based on skills and business outcomes.
This approach creates greater workforce agility while helping employees build new capabilities through varied experiences and assignments. For mobility leaders, it represents a significant opportunity to support strategic talent deployment rather than simply facilitating relocations.
Moving Mobility from Execution to Influence
Historically, mobility teams have often been brought into the process after talent decisions have already been made. The panel challenged that model. Mobility leaders possess valuable insights into workforce movement, skills availability, cross-border capability, and deployment options. Combined with data from HR, Learning & Development, payroll, travel, and mobility systems, these insights can help organizations forecast talent needs and identify internal solutions before turning to external hiring.
The panel emphasized that mobility's future lies in becoming a strategic workforce planning partner and moving from executing decisions to helping shape them.
As Jayne Line noted, operational efficiency and strong service delivery create the credibility needed to earn a seat at the strategic table.
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Technology was another major focus of the discussion, but with an important caveat: technology is an enabler, not the entire answer. Advanced talent intelligence platforms are creating unprecedented visibility into skills, experience, and workforce capabilities. Organizations can increasingly match employees to opportunities, identify skills gaps, and build internal talent marketplaces that support faster deployment decisions.
However, panelists agreed that successful transformation still depends on trust, stakeholder alignment, and change management. Technology can create visibility, but culture creates movement.
Rethinking Assignment Design
The conversation also highlighted the evolution of mobility itself. Instead of defaulting to traditional long-term assignments, organizations are adopting more flexible deployment models, including project-based assignments, rotational programs, short-term engagements, business travel, and skills-driven gigs.
Leading organizations are increasingly starting with the business need and then determining the most effective mobility solution. This creates greater flexibility while reducing costs and improving employee experience.
Capitalizing on APAC's Talent Potential
The panel acknowledged that implementing talent mobility strategies across APAC requires careful consideration of regional complexity. The region encompasses diverse cultures, labor markets, regulatory environments, and workforce expectations, and success requires balancing global consistency with local adaptation.
Panelists emphasized the importance of cultural awareness, local market understanding, and tailored approaches rather than applying a one-size-fits-all model.
Organizations that successfully navigate this complexity can create a powerful competitive advantage by accessing and deploying talent more effectively across the region.
Three Actions for Mobility Leaders
For mobility professionals looking to drive change, the panel offered three clear recommendations:
- Shift the conversation from jobs to skills. Focus on capability deployment rather than position filling.
- Engage earlier in workforce planning discussions. Mobility should help shape talent strategy, not simply execute it.
- Connect mobility to business outcomes. Frame conversations around growth, productivity, capability, and competitive advantage rather than policies and processes.
The future of mobility is not about moving people, it is about moving capability. Organizations that successfully connect talent intelligence, skills-based workforce planning, and mobility strategy will be better positioned to respond to changing business needs, close critical skills gaps, and accelerate growth.
The technology exists and the business case is clear. The next step is a mindset shift: viewing mobility not as a relocation function, but as a strategic talent flow engine that helps organizations put the right skills in the right place at the right time.
Ready to build talent strategies that ensure you are shaping future success? Reach out to your Sirva representative or drop us a note at concierge@sirva.com to learn more.
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