The success of overseas job placements increasingly depends on whether employers support the families of relocating staff, with new data showing a clear link between family wellbeing and assignment outcomes.
A global survey conducted by AXA Global Healthcare found that pressures on partners and children are now among the top reasons why international postings end prematurely. While most organisations provide practical assistance with relocation, healthcare and visas, fewer offer structured emotional or lifestyle support for families adapting to life abroad.
Only 38 percent of families are granted universal support, with 28 percent receiving it on a case-by-case basis and 24 percent eligible only after a period of service. Even when support exists, awareness is limited. Just 40 percent of international assignees said they knew what was available to them.
Those who relocate with family members report significantly better mental health than those who move alone or live apart. Sixty seven percent of assignees who moved with a partner or children said they felt mentally well, compared with 42 percent who were separated from their families and 48 percent of solo movers.
‘Difficult’ Times
Although 60 percent said the adjustment process was manageable, many reported challenges. Thirty five percent said their partner had struggled to find employment, 31 percent reported strain on family life, and 28 percent said their partner or family would prefer to return home.
Among those whose families remained in their home country, 93 percent used digital tools to stay in touch and 80 percent felt supported by their employer in doing so. However, 35 percent reported a negative impact on their wellbeing, 46 percent said separation had strained relationships, and 27 percent reported worsened physical health. Just 29 percent of employers gave workers flexibility to adapt benefits packages to include their family.
Karim Idilby, chief growth officer at AXA Health International, said the findings showed that global assignments must be treated as human experiences, not just business transactions. “International placements are about people, not just roles, budgets or business strategy,” he said.
“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.”
Return Home Also Affected
The report also examined the return phase of international assignments, with many participants describing repatriation as one of the most difficult stages. While 90 percent experienced mental health challenges during their time abroad, only two in five were offered psychological support after returning home.
Over half of returning assignees were given a promotion or guaranteed role, but many still struggled with the transition. Just 60 percent of HR decision-makers said their organisation provided reverse culture shock training.
Virginie Faucon, chief marketing officer at AXA Health International, said her own experience of repatriation had revealed how demanding the process can be. “Having lived and worked in six countries, I know first-hand that coming home can be the hardest part,” she said.
“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.”
Wellbeing ‘Now Central’ To Global Strategy
The report found that criteria for successful international assignments are changing. While salary and relocation support remain important, wellbeing, cultural integration and family inclusion have become essential to long-term outcomes.
Idilby said global mobility strategies must evolve accordingly. “Successful international placements build resilient, global organisations. But that success depends on people’s lives, families and wellbeing being supported.”
He said it meant “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.”
The report is based on a June 2025 survey of 689 HR decision-makers and 641 non-native assignees across 10 global markets, including the UK, US, France, Germany, UAE, Kenya, Hong Kong, Singapore, Thailand and China.