More than three quarters of UK companies have relocated staff overseas, but fewer than four in ten employees are fully prepared for life abroad, according to new research.
The survey of 500 HR decision makers, carried out by pollster Opinium for wellbeing service Towergate Employee Benefits, found that while 79% of organisations have sent employees to work in other countries, only 36% believe those individuals are fully prepared for the realities of living and working abroad.
The findings raise questions about how well businesses are supporting international assignments, especially in terms of employee wellbeing and long-term success.
“Working abroad is very different to taking a holiday, an entirely different level of preparation is required,” said Sarah Dennis, head of international at Towergate Employee Benefits.
“If things go wrong, the employee’s health and wellbeing may suffer, the overseas assignment may fail, and the emotional, physical and financial costs could be huge.”
Gaps in Readiness Across the Board
Employers reported varying degrees of confidence in how well their staff adapt to different aspects of expat life. Only 41% said their employees are fully prepared for the local environment, such as banking systems and education. Fewer still (39%) believe workers are ready to cope with cultural differences like unfamiliar customs, laws or religions.
Meanwhile, just over a third (36%) felt their employees are prepared for the overall lifestyle change, including potential feelings of isolation. Only 32% said workers are fully prepared for climatic differences and their impact on physical and mental health.
The lack of preparedness is not limited to one domain. As Dennis explained, difficulties in one area can have a knock-on effect in others: for instance, cultural disconnection may lead to mental health challenges, which could in turn affect job performance and engagement.
What Employers Are Doing
Companies are taking steps to support staff, but the research shows that efforts are inconsistent and may fall short of what is needed. Almost half (48%) offer training and support for line managers to help them guide staff relocating from the UK.
A similar proportion (46%) provide in-country training after the move, while 39% offer ongoing support during the assignment itself. Just 37% run one-to-one training before departure.
The report suggests that while these measures are useful, they are not comprehensive. Crucially, many fail to address the full spectrum of employee wellbeing, or the needs of families who may be moving too, or staying behind.
The ‘Four Pillars of Wellbeing’
The analysis emphasises the importance of addressing all “four pillars of wellbeing” when planning overseas assignments: physical, mental, social and financial.
But employees often lack support in each of these areas. The physical impact of a new climate, the mental strain of cultural adaptation, the social isolation of being far from home and the financial challenges of managing unfamiliar banking systems or private schooling are all examples of pressure points that may not be adequately addressed.
In some countries, the cost of living can be significantly higher than in the UK, while others may present different healthcare systems that affect access and affordability. These concerns can affect both the employee and their family, whether they relocate together or remain apart.
Long-Term Business Impacts
The implications of poor preparation can go beyond individual wellbeing. Failed assignments carry high financial costs for employers, not only in terms of direct expenses such as flights and accommodation, but also in lost productivity, reputational risk and the time it takes to rehire or reassign roles.
In more complex or highly regulated industries, such as financial services, healthcare or construction, non-compliance with local laws can bring additional legal and operational risks. Businesses may need to consider local employment rights, tax obligations and even insurance requirements when moving staff across borders.
“It’s likely to cost significantly less to fully prepare an employee before an assignment starts, than to try to put things right when they are already overseas or if things go wrong,” said Dennis.
“The message is clear: preparation must be prioritised, and it’s never too early to start.”
The Need for Strategic Planning and Cultural Intelligence
According to the Chartered Institute of Personnel and Development, organisations sending staff abroad should not only provide logistical support, but also invest in cultural intelligence training, destination-specific guidance and structured re-integration planning upon return.
This includes helping returning employees manage the reverse culture shock often experienced after time overseas and retaining the valuable international experience they bring back. Without such planning, businesses risk losing hard-earned talent or wasting resources spent on development abroad.
In a post-Brexit and post-pandemic landscape, international assignments are becoming more complex. Immigration rules have changed across Europe, and remote work has blurred the lines between personal and professional mobility. Some employees now work internationally while retaining a UK contract, which brings further complications around tax, compliance and duty of care.
Preventative Approach Pays Off
For employers, the findings serve as a reminder that relocating staff is not just a logistical exercise. It is a wellbeing issue, a business risk and a test of leadership.
As the research shows, preparing employees for overseas work must go far beyond shipping their belongings and booking flights. It requires a coordinated approach that considers their entire lived experience abroad, and that of their families.
Without this, experts say, organisations risk failed assignments, distressed employees and costly disruptions. With it, international placements can unlock growth, deepen employee engagement and deliver long-term value for all involved.