Companies employing staff overseas are increasingly linking health and wellbeing provision with retention and productivity, according to new research.
The findings, from employee benefits firm Everywhen, shows that staff retention is the leading reason for offering health and wellbeing support to overseas employees, cited by 32% of employers. A further 31% identify improved productivity as the main advantage. These responses suggest that wellbeing provision is being viewed not only as a compliance requirement but as a contributor to business performance.
Concerns about disengagement are also shaping employer decisions. Quiet quitting is identified as the greatest issue for organisations with overseas staff by 35% of employers, significantly higher than concerns about absence rates, which were cited by 23%. This points to a growing focus on sustaining motivation and connection among employees working away from their home country.
From Nicety to Necessity
“It is positive to see that global employers recognise the commercial advantages in supporting their staff,” says Sarah Dennis, head of international at Everywhen. “Of course, duty of care is the fundamental reason to support the health and wellbeing of employees overseas, but there are clear commercial benefits too and these should not be overlooked.”
Health and wellbeing support takes on added importance for overseas employees, particularly where there is no equivalent to the NHS and where visa requirements stipulate access to healthcare and related support. Employers are required to ensure appropriate provision is in place, making these benefits a necessity rather than an optional extra.
“Offering health and wellbeing benefits is not a nicety, it’s a necessity,” Dennis adds.
Beyond compliance, the research indicates that robust global wellbeing programmes can support recruitment and retention in competitive international labour markets. Employers seeking to fill overseas roles often face additional challenges and a comprehensive support package can strengthen their position.
Providing consistent support across locations also signals that employees are valued regardless of distance from head office, whether they are on short six-month assignments or longer term relocations.
Commercial Value of Global Wellbeing Programmes
The research found that effective health and wellbeing support helps employees feel valued. When benefits are relevant and accessible, employees are more likely to feel appreciated and engaged. Poor or inconsistent support can have the opposite effect, weakening commitment and connection to the organisation.
For overseas staff in particular, expectations around health and wellbeing provision are often higher. Employees considering relocation frequently assess how employers support their people abroad and may prioritise organisations that demonstrate clear investment in wellbeing. In this context, health and wellbeing programmes play a role in both attraction and retention.
Employers are also encouraged to measure the impact of their wellbeing strategies. With employees spread across multiple locations, understanding what support delivers value is essential. Measuring outcomes helps organisations refine their approach and ensure that benefits meet both employee needs and business objectives.
“We welcome the scrutiny of the value of health and wellbeing support. It gives focus and direction to the support and helps us to advise employers on what to put in place to best support their employees and the business,” Dennis says.
“It comes down to striking the right balance. Employees must feel appreciated and supported and in that way they will give the best of themselves to the company. Loyalty and respect work in both directions and good employees recognise this as much as good employers do.”