This article is part of a recurring series highlighting recent talent mobility industry reports. If you would like the WERC editorial team to consider covering a specific industry report, email mobility@worldwideerc.org.
Global mobility programs are evolving beyond the traditional focus of logistics and compliance. As part of that evolution, employee well-being remains a priority, ensuring individuals feel fulfilled professionally, mentally, and physically. Amid rising rates of stress, burnout, and disengagement— especially among younger generations—forward-thinking organizations are integrating wellness into the core of their mobility strategies.
A recent case study from Sirva’s Conversations With Mobility Leaders program explores how one financial sector client is leading the way, showing that relocation support must be as much about physical and mental well-being as it is about moving people and securing housing. As Sirva reports, the wellness market is valued at 1.8 trillion USD and expected to grow 5%-10% annually, pointing to meaningful well-being programs becoming a modern business imperative.
The report cites data from consulting firm McKinsey, estimating that half of the global population will be overweight or obese by 2035. For talent mobility leaders, this translates to prioritizing services that support healthy lifestyles, particularly as employees navigate personal and professional changes that come with relocation.
In a survey, McKinsey also noted an unprecedented behavioral health crisis among Gen Z in the United States. Fifty-eight percent of Gen Z respondents reported two or more unmet basic social needs, compared with 16% of older respondents.
Research from Sirva, McKinsey, BetterGo, and others shows a clear need for organizations to maintain, if not prioritize, wellness in their employee engagement strategies. Around the world, innovative practices and regional trends are shaping the future of employee well-being.
Well-Being Sans Borders
The Sirva report highlights that increased focus on well-being is a global phenomenon. In regions like South Asia, East Asia, and the Middle East, wellness spending is doubling compared to other markets. In China, 60% of baby boomers plan to increase their fitness spending.
In its Workplace Wellbeing 360 Report 2025, global mental health benefits company Intellect surveyed 50,000 employees in 182 countries. They found that mental well-being has the highest correlation with employee productivity, out of the 13 personal factors analyzed. The report noted that employees in the Asia-Pacific region reported a drop in their ability to manage stress from 60% in 2023 to 58% in 2024, mirroring a global trend.
HR’s Take on Well-Being
According to McLean & Company’s 2025 HR Trends Report, HR organizations with strong well-being programs are 1.4 times more likely to achieve high overall performance and nearly twice as likely to experience high workforce productivity. Despite this, just 31% of HR organizations reported having a formal, documented well-being strategy.
“As the lines between work and life continue to blur, organizations have to recognize that employees don't leave their personal challenges at the door,” says Kelly Berte, practice lead for HR research and advisory services at McLean & Company. “Effective well-being programs go beyond surface-level perks and start to address the full spectrum of challenges that impact employees every day.”
Holistic Solutions for a Well-Rounded Experience
In a case study outlined by Sirva, one client company prioritizes its employees’ mental health and well-being by offering services like therapy and life coaching, alongside resources such as annual physicals and flu shots.
In crafting its program, the company’s talent mobility focus goes beyond logistics, ensuring a painless transition for employees and their families. Experienced service partners are relied on to coordinate logistics and manage the relocation process, based on their areas of expertise. The company also offers bespoke solutions, including pet support, LGBTQ+ resources, and educational consulting.
Where Traditional Programs Can Fall Short
In the realm of talent mobility, traditional offerings like employee assistance programs (EAPs) don’t always factor in the unique needs of relocating employees—and more industry leaders are recognizing this. In addition to managing the demands of their job, employees are uprooting their lives, sometimes with family to care for, too. While companies may offer a broad range of services in EAPs, these resources can be generic and not always tailored to the specific challenges faced by individuals undergoing relocation.
EAPs also often require employees to take the initiative to seek help, which can be a significant barrier for those already juggling several competing demands. Michael Hughes, founder and owner of BetterGo, recognized this and identified a need for more proactive support systems catered to relocating employees. In a recent survey, his company found that 28% of organizations confirmed they would increase investment in well-being support for employees in 2025, and 51% said it was a priority to provide well-being support; 30% said well-being support impacts retention or a reduction in early assignment terminations.
According to the same survey, areas of impact where HR professionals see the most value in well-being programs include coaching and mentoring (23%), family support (21%), telehealth (18%), and cultural integration (10%). Hughes sees this as a reflection of talent mobility’s history and where it needs to go next. “Cultural programs have more of a classroom setting. When employees are living the experience, it’s hard to go from theory to practice. Add time between orientation and being on the ground, plus information fatigue, and it’s hard to retain what you’ve learned,” Hughes says.
To address this gap, Hughes’ company created a system of Mobility Mentors™, which delivers continuous coaching, counseling, and mentoring from certified professionals trained in mental fitness, emotional resilience, and overall well-being coupled with firsthand relocation experience.
“Relocation isn’t a one-time event—it’s a continuous process that affects every part of a person’s life,” Hughes explains. “Mobility Mentors provide a trusted space for employees to build mental strength, process challenges, and stay focused on thriving—not just surviving—in their new environment.” This consistent, confidential relationship empowers employees to stay engaged, reduce stress, and maintain momentum, leading to stronger performance and better long-term outcomes. Having an ongoing relationship with a Mobility Mentor normalizes support as part of success, breaking down stigma and removing the hesitation that often comes with asking for help.
Employee Well-Being Translates to Corporate Success
Gallup’s 2024 State of the Global Workplace report found that about 60% of employees worldwide are not engaged at work, whereas another 15% are actively disengaged. Together, this costs the global economy 8.9 trillion USD, or 9% of the global gross domestic product, annually. Directly linked to this lack of engagement, the report found, was employees’ feeling of well-being, or lack thereof. Higher-engaged businesses, in other words, had happier workers. Happier workers, Gallup found, were absent less, more productive, and contributed to lower turnover at their organizations.
Whether engaging with a mentor system or bolstering current programs, the key is to make these resources accessible and ensure that employees actually use them. “Well-being has a broad-reaching scope these days, from access to yoga classes to support for critical mental health issues,” Hughes says. “Organizations that define their workforce’s well-being priorities and regularly ensure programs meet the mark are the ones who will succeed.”
Prioritizing employee well-being isn't just the right thing to do; it's a business imperative. As mobility leaders navigate increasingly complex global challenges, programs that support the whole person will be better positioned to attract, retain, and engage top talent.