Effective support for an expat’s family has emerged as one of the strongest predictors of success on international assignments, according to Axa Global Healthcare.
With costs for international placements rising 58% on average since 2017, this is placing additional emphasis on ensuring sustainability of assignments, the insurer noted.
The insurer’s third World of Work Reportfound the pressures placed on family life during an international assignment were among the leading reasons postings end early while a need for better after care following the return from assignments was also highlighted.
Overall, the report suggested the success criteria for assignments were shifting; while salary and logistical support remained essential, subjects including wellbeing, cultural integration, and family inclusion formed the core of a sustainable global mobility strategy.
Those who relocated with their partners or children reported significantly better mind health outcomes, with 67% saying they felt mentally well, compared with 42% of those living apart from their families and 48% of solo movers.
The majority (60%) of families reported a manageable adjustment to settling in, notable challenges remained with 35% saying their partner struggled to find employment, 31% reporting strain on family life, and 28% saying their partner or family would prefer to return home.
For assignees whose families stayed in their home country, 93% used technology to stay connected, and 80% felt supported by their employer in maintaining contact.
Yet distance still takes a toll with 35% reporting their wellbeing had been negatively impacted, 46% saying separation had strained relationships, and 27% said their physical health had worsened.
However, their ability to change this situation is limited, with only 29% of employers offering assignees the flexibility to adapt their benefits packages to cover their partner or family.
The insurer polled 689 HR decision-makers and 641 non-native assignees across 10 locations in North America, Europe, Africa, the Middle East and Asia.
Although most employers provided core practical support – from healthcare access to visa sponsorship and relocation – families often lacked structured help in managing the personal and emotional adjustment.
Even when additional support was available, such as extended leave to see loved ones or travel costs to get home, just 40% of assignees were aware of it, which the insurer said highlighted a communication gap between employers and employees.
Repatriation also brought difficulties, with many assignees facing challenges with mind health, cultural readjustment, and ongoing support.
Just two in five assignees were offered psychological support post-assignment, despite nine in ten reporting a difficult period with their mental health during their time abroad.
Furthermore, while more than half receive a promotion or guaranteed role on return, personal wellbeing and cultural readjustment often lag behind.
‘Family-first approach’
Karim Idilby, chief growth officer at Axa Health International, said: “International placements are about people – not just roles, budgets or business strategy.
“When families are supported to settle, stay connected and feel well, assignees thrive. When they aren’t, even the best-designed mobility programmes can falter.
“Our research highlights a clear opportunity for employers to take a more holistic, family-first approach to supporting the full assignment journey.”
Idilby added: “Successful international placements build resilient, global organisations. But that success depends on people’s lives, families, and wellbeing being supported.
“This means making family support a core pillar of global mobility policy, reviewing benefits more frequently to reflect real-time needs, and recognising repatriation as a stage that requires just as much support as the move itself.
“Above all, prioritising mind health can help employees and their families adjust, settle, and ultimately thrive.”
Virginie Faucon, chief marketing officer at Axa Health International, said: “Having lived and worked in six countries, I know first-hand that coming home can be the hardest part.
“On my own return to France, the adjustment was unexpectedly complex – the psychological shift, the feeling of being out of sync with your own culture, and the toll on family unity can be profound.
“Yet only three in five HR decision-makers provide reverse culture shock training for assignees, showing how often this stage is overlooked. Repatriation is not an end to the journey. It needs to be actively supported.”