Disclaimer: The views and opinions expressed in this article are solely those of the author and do not necessarily reflect the official policy or position of WERC.
Work-sponsored relocations rarely fail because the moving truck shows up late. They fail because employees struggle to find their footing in a new city or company.
When I relocated from New York City to London, I had the logistics covered. My company set up the movers, booked my flight, and handled the paperwork. On paper, the process should have been seamless. But no one prepared me for the lack of support I would receive once I set foot in a new city. I needed help with the simple things: what a TV license was, what to do on the weekends, and how to navigate the new office.
That experience helped me see the real gap in traditional global mobility programs: the lack of social and emotional support.
The Risk of Relocation
The biggest risk to relocation isn’t logistics, it’s belonging. Without it, employees are far more likely to leave early.
The hidden risk is the lack of human connection.
Buddy Program in Action
Global organizations are increasingly adopting buddy programs as a way to reduce this flight risk. At their core, these programs connect employees with peers who can help guide them through the often overlooked, yet core parts of a relocation: community, culture, and belonging.
Examples from across industries include:
- Microsoft: Their onboarding buddy program led to new hires being 23% more satisfied with their onboarding experience, with buddies improving ramp up time and integration.
- Ford: Ford’s mentoring program, which includes buddy pairings, connects employees from different divisions or regions. According to the company, this helps break down silos and fosters a strong corporate culture.
- Apple: All Apple employees are matched with a work buddy to help them settle into their new role. Buddies are selected based on their understanding of company culture.
Even small gestures can have an immense impact. A single invitation to lunch during a new employee's first week, for example, can spark a sense of belonging that makes all the difference.
What Makes a Buddy Program Work
From my experience, three features make buddy programs most effective:
1. Intentional pairing: Programs that go beyond random assignments see stronger outcomes. Whether it’s connecting new hires with experienced colleagues, pairing relocating employees with others who have lived in the same region, or linking employees with similar life stages, intentionality fosters a stronger and more personalized connection.
2. Consistency and reach: For a buddy program to have high impact, it needs to extend across teams and geographies. The most effective approaches create a scalable structure that makes the experience repeatable and accessible to those who need it most.
3. Measurable impact: Organizations that treat buddy programs as a strategic business initiative see the greatest results. Tracking outcomes like retention, engagement, ramp-up time, and buddy pairing ensures the program has visibility at the leadership level and clear proof of program success.
Belonging as a Business Strategy
What I have come to learn is that buddy programs are not a “nice-to-have;” they are a core business strategy. Research from both Deloitte and McKinsey points to belonging as one of the most powerful drivers of retention and performance. When employees feel connected, they stay, grow, and thrive.
Relocation will always involve logistics, but ensuring success comes down to human connection and belonging. Buddy programs provide that missing human layer of support during one of the most vulnerable moments in an employee’s career. When organizations choose to prioritize belonging, they don’t just move people from point A to point B; they help create connections that make employees want to stay and thrive.