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.
The movement of global talent in an increasingly complex and interconnected world is not only a logistical endeavor but a deeply human experience. As businesses expand across borders, employees who are sent to represent their organizations face challenges that go beyond practical hurdles. They navigate emotional upheaval, cultural disorientation, and the strain of being uprooted from their familiar support systems. These experiences are often overlooked in corporate planning, but they are fundamental to the success of global mobility programs. Well-being is not just an ethical consideration; it is a strategic imperative.
This article explores how embedding employee well-being into global mobility policies transforms transitions into opportunities for growth, resilience, and long-term organizational success. Drawing on insights from industry reports, as well as recent trends and best practices, we will uncover actionable solutions for ensuring your relocating employees and their families feel supported at every stage of their journey.
The Human Cost of Relocation
Relocating for work is often framed as an adventure or an opportunity for career advancement. However, beneath the surface of excitement, employees and their families experience profound emotional and psychological challenges. The RES Forum’s 2030 Vision Research highlights that globally mobile employees face unique stressors—ranging from cultural isolation to disrupted family dynamics and the loss of support networks. These vulnerabilities can have serious consequences, including reduced productivity, disengagement, and even assignment failure.
According to McKinsey’s 2025 Future of Wellness report, younger generations of employees, particularly Gen Z and millennials, are prioritizing wellness more than ever before. They expect employers to care about their mental health, emotional resilience, and holistic well-being, not just their professional output. This shift in employee expectations underscores why embedding well-being into global mobility programs is critical—not only for employee retention and satisfaction but also for ensuring the success of international assignments.
Moments of Vulnerability in the Mobility Life Cycle
Relocation is not a single event but a series of transitions, each marked by its own set of emotional and logistical challenges. Understanding the vulnerable moments in the mobility life cycle allows organizations to provide targeted support:
The Announcement
When employees first learn about an impending assignment, their initial excitement can quickly give way to anxiety. Concerns about family disruption, career trajectory, and personal readiness often dominate their thoughts. Transparent communication, empathy, and proactive planning during this phase are essential for alleviating these fears.
The Pack-Up
Packing up and leaving is a transitional experience that can feel like an emotional freefall. Employees and their families are uprooted from their familiar environments without yet being settled in their new ones. Providing logistical and emotional support during this “in-between” phase can ease the transition.
Arrival and Acclimation
The arrival in a new country marks the beginning of a complex adjustment process. Employees must navigate unfamiliar health care systems, find schools for their children, rebuild social networks, and acclimate to a different culture. The pressure to “settle in” can be overwhelming, making this phase a critical moment for targeted support.
Repatriation
Often overlooked, the return home can be just as jarring as the move abroad. Reverse culture shock, career reintegration, and a sense of loss are common challenges that employees face upon repatriation. Providing robust support during this phase ensures smooth reintegration into the home country and organization.
The Business Case for Well-Being
Embedding well-being into global mobility programs is both a moral obligation and part of a business-critical strategy. The RES Forum’s white paper on sustainable global mobility reveals that organizations with strong well-being policies experience higher employee engagement, lower attrition rates, and greater assignment success. Additionally, reports from the Global Wellness Institute show that companies prioritizing employee wellness outperform their peers in productivity, innovation, and employee satisfaction.
Investing in well-being is particularly important for attracting and retaining talent in a competitive global marketplace. Younger generations value organizations that demonstrate a commitment to their holistic well-being. By embedding well-being into mobility programs, employers can position themselves as leaders in the future of talent management.
Well-Being Solutions: A Framework for Action
Organizations must move beyond ad hoc wellness initiatives to implement structured, life-cycle-based support systems for globally mobile employees. Drawing from Sirva-led client workshops, what follows are some practical strategies for embedding well-being into each phase of the mobility journey.
Pre-Assignment: Preparing the Mindset
- Emotional readiness assessments: Offer coaching or counseling services to help employees and their families process the upcoming transition.
- Transparent communication: Provide clear, empathetic information about what to expect, both logistically and emotionally.
- Family inclusion: Involve spouses and children early in the planning process to reduce uncertainty and encourage buy-in.
Pre-Departure: Bridging the Gap
- Temporary housing and transition support: Offer flexible housing options and access to skilled relocation counsellors.
- Community introductions: Connect families with expat networks or local community groups before they arrive.
- Customized well-being checklists: Provide guides tailored to physical, mental, and financial preparation needs.
On Assignment: Building Belonging
- Local wellness resources: Ensure access to culturally relevant health care, mental health services, and fitness options.
- Social integration programs: Facilitate language classes, cultural orientation, and social events to foster connection.
- Ongoing coaching: Schedule regular check-ins with mobility advisers or well-being coaches to monitor adjustment.
Repatriation: Closing the Loop
- Reverse culture support: Prepare employees and their families beforehand for the emotional impact of returning home.
- Career reintegration plans: Align repatriation with meaningful career progression to avoid employee disengagement.
- Recognition and reflection: Celebrate the employee’s assignment experience and capture learnings for future moves.
Looking Ahead: The Future of Global Mobility
As we move deeper into 2025, we see that the workplace is undergoing a profound transformation. Employees now expect their employers to support them as whole individuals by balancing their professional aspirations with their emotional, mental, and physical well-being. For globally mobile talent, this means recognizing that relocation is both a logistical challenge and a deeply human one.
By embedding well-being into global mobility programs, organizations can turn moments of vulnerability into opportunities for trust, resilience, and growth. In doing so, they not only support their people but cultivate a culture of care that drives innovation and long-term success. After all, when employees feel valued and supported, they can thrive and help their organizations thrive as well.