Wellbeing for Expat Workers: How can globally mobile employees achieve optimum mental, physical & financial support?
Workplace wellbeing has moved firmly up the corporate agenda. Links between productivity, “good work” and employer duty of care are now widely recognised, with organisations investing in mental, physical and financial wellbeing initiatives at an unprecedented scale. But as absence and burnout rates remain stubbornly high, questions are being asked about how effective these initiatives really are, particularly for globally mobile employees.
For expat workers and internationally mobile families, the stakes are even higher. Relocation, cultural adjustment, family disruption and travel demands can amplify stress and health risks. As global mobility models become more complex, employers can no longer afford to treat wellbeing as a one-size-fits-all programme. Instead, it must be embedded into how work, assignments and leadership are designed and delivered.
What are the mental health challenges for expats?
Expats and globally mobile employees face a distinct set of mental health challenges that often go beyond those experienced by the domestic workforce.
Limited access to support
Openness about mental health can be particularly difficult on assignment due to cultural norms, uncertainty around local support networks and the pressure to perform immediately in unfamiliar environments. Many expats feel they must “hit the ground running”, which can discourage early conversations about stress or mental ill-health.
Dissatisfaction with support is a contributing factor: more than a quarter (29%) of expats are unhappy with their employer’s psychological support services, and they are significantly more likely than native employees to report a negative experience after a mental health concern. As a result, over half (52%) of non-native employees say they would not feel comfortable raising a mental health issue with their manager.
High prevalence of burnout and mental health symptoms
Evidence from AXA Global Healthcare’s Global State of Mind report highlights the scale of the issue. Drawing on responses from 1,458 people across 16 countries, the research shows that mental wellbeing struggles among overseas employees remain as high as they were a year into the pandemic. A striking 80% of expats report experiencing at least one mental health symptom, while almost half (49%) say they are struggling with burnout.
Frequent business travel further compounds these pressures. Research from World Travel Protection shows that while travel can enhance engagement and retention, nearly half of business travellers say frequent trips increase stress and burnout. Feelings of exhaustion, anxiety, homesickness and loneliness are common, particularly among younger workers and intensify as travel frequency increases. Disrupted routines, time zone differences and physical distance from family and friends can all exacerbate mental health risks for expats.
Exit feels like the only option
These challenges have significant implications for retention and organisational stability. AXA’s findings reveal that 81% of globally mobile workers have at least one exit strategy from their current role to manage the impact of work on their mental health.
What can employers do to ensure wellbeing at work for the expat?
Support the human experience (not just the employee)
To ensure wellbeing at work for expat employees, employers must first recognise that international assignments are not just operational decisions, they are deeply human experiences. Relocation often involves simultaneous changes to home, role, school and community, triggering a wide range of emotions, from excitement and opportunity to loss and stress. Without proper acknowledgement and support, these pressures can quickly escalate into mental distress, physical ill health and, ultimately, assignment failure.
A human-centred approach to global mobility is essential. This means designing assignment programmes that actively support employees and their families before, during and after a move. International remote, hybrid, commuter and split-family assignments each carry distinct wellbeing risks and should not be treated as interchangeable. Employers can mitigate these risks by offering tailored mobility support that reflects the realities of modern global work.
Support the whole family unit.
Organisations such as the Permits Foundation highlight the critical role of partner employment in enabling a sense of purpose, belonging and long-term wellbeing on assignment.
Providing broader access to engagement, benefits and wellbeing solutions ensures each team member feels recognised and celebrated for their differences and the unique contributions they bring to the business.”
Doug Butler, CEO of Perkbox Vivup
Employers that help accompanying partners access work, networks or professional development significantly improve assignment stability and retention.
Providing help for education and community transitions is also key for families. Leading international schools increasingly place transitions care at the heart of their approach, supporting children and families as they settle into new environments. Employers can strengthen wellbeing outcomes by working closely with schools, relocation providers and specialist networks to ensure families feel supported, connected and informed.
Use Technology to enhance support and connection
Mobility platforms, apps and digital communities can help expats navigate unfamiliar systems, build social connections and access support quickly. Used well, technology enhances rather than replaces the human touch that is critical to wellbeing on assignment.
Embed expat support into wellbeing at work policy
Beyond mobility-specific support, employers must embed expat wellbeing into their wider health and wellbeing at work strategy. Research consistently shows that effective wellbeing at work requires a holistic, life-stage approach, addressing mental, physical and financial health over time.
Leading employers provide targeted support for early careers, international moves, parenthood, elder care, menopause and andropause, alongside access to mental health and financial wellbeing resources. They also recognise that unplanned life events such as bereavement, illness or relationship breakdown can have a profound impact, particularly when experienced far from home.
Crucially, wellbeing should not be framed as an individual responsibility alone. Evidence suggests too much emphasis is still placed on personal resilience, rather than on changing organisational culture. Expats, like all employees, are more likely to thrive in environments that reflect the principles of “good work”: roles designed with autonomy, clarity, manageable workloads, fair pay and flexible working.
Lean on existing wellbeing frameworks
The CIPD’s seven dimensions of wellbeing, health, good work, values, collective and social connection, personal growth, financial wellbeing and healthy lifestyles is one such useful framework employers can take advantage of. Research by employment law firm Winckworth Sherwood shows that “good work” is one of the strongest protective factors against poor mental health and sickness absence, ahead of pay and flexibility alone.
Prioritise financial wellbeing
Financial wellbeing also deserves greater attention. WTW’s Global Benefits Attitudes Survey highlights a significant gap between the support employees want and the priority employers place on financial wellbeing. For expats facing cost-of-living differences, tax complexity and long-term financial planning challenges, closing this gap can materially improve wellbeing and engagement.
Develop strong, compassionate leadership
Finally, leadership capability is critical. Employers must invest in training managers at all levels to recognise wellbeing risks, have confident conversations and respond with empathy and consistency. When leaders model openness and psychological safety, expats are far more likely to seek help early, reducing stigma, preventing escalation and supporting healthier, more sustainable global careers.
How can employers target support towards managers?
Managers sit at the centre of workplace wellbeing, yet they are often among the most vulnerable, particularly in globally mobile contexts.
AXA Global Healthcare’s research shows that non-native managers experience higher levels of burnout than both native managers and the wider workforce. Nearly two-thirds (58%) report burnout, compared with 52% of native managers, and more than a third have taken sick leave as a result of work-related mental health challenges.
Despite this, managers are expected to act as the first line of support for their teams.
Arming managers with the skills they need to offer mental health support to the colleagues they manage, as well as the resources to manage their own wellbeing, will help to make sure this crucial branch of business remains resilient, inclusive and compassionate in the face of mind-health challenges.”
Samantha O’Donovan, Chief People Officer, AXA Global Healthcare
As Samantha O’Donovan, Chief People Officer at AXA Global Healthcare, explains, managers are “cornerstones of company culture” but frequently find themselves as the “squeezed middle”, balancing people management responsibilities with operational and performance pressures. Without adequate support, this dual burden increases the risk of burnout and reduces managers’ capacity to support others effectively.
To target support towards managers, employers need to take a dual approach: equipping managers to support their teams, while actively protecting their own wellbeing. This starts with providing targeted training to help managers recognise mental health issues, have confident and culturally sensitive conversations, and understand how to signpost appropriate support, particularly for expats who may be reluctant to speak up.
Employers should also ensure managers have access to tailored wellbeing resources themselves, including psychological support, peer networks and realistic workload expectations. Given the added pressures of international roles and frequent travel, global mobility and travel-risk teams should work closely with HR to ensure managers receive proactive check-ins, especially during high-travel or high-pressure periods.
Finally, organisations must signal clearly that supporting wellbeing is a shared responsibility, not an individual burden. When managers feel supported, resourced and psychologically safe, they are far better placed to create inclusive, compassionate environments, reducing stigma, improving retention and helping globally mobile teams thrive.
What does the future hold for workplace wellbeing in the context of international assignments?
The future of workplace wellbeing for expats is likely to be more personalised, responsive and employee-led than ever before. New research suggests that globally mobile employees are becoming more confident in articulating what they need to stay healthy, engaged and productive and employers are beginning to listen.
More Tailored Support
Findings from employee benefits and wellbeing platform Perkbox Vivup indicate that employees are increasingly pushing back against one-size-fits-all wellbeing programmes and negotiating more tailored support.
One in four British managers report that their team members have become more demanding over the past year, a trend that reflects greater awareness of personal value, rather than entitlement. For expats, whose needs are often shaped by relocation, travel intensity and distance from support networks, this shift towards individualised wellbeing is particularly significant.
Financial Investment
Employers, meanwhile, appear committed to sustaining investment. In the US, Fidelity Investments and Business Group on Health’s annual Health & Well-being Survey shows that organisations are maintaining wellbeing spending and broadening the scope of their programmes. As Ellen Kelsay, president and CEO of Business Group on Health, notes, employers are increasingly taking a holistic view of wellbeing — balancing mental health, chronic conditions, affordability and wider social determinants of health across global workforces.
Better Manager and Employee Relationships
Importantly, the relationship between managers and employees is also evolving. Perkbox Vivup’s research shows that over half of managers now directly ask team members what they need from them, rather than relying on standardised solutions. This more tailored approach is strengthening workplace culture, with the majority of managers reporting improved relationships, higher engagement and greater employee satisfaction. For expats, regular, open check-ins can be especially valuable in identifying emerging wellbeing risks early.
Looking ahead, the most effective wellbeing strategies for expat workers are likely to focus on choice, flexibility and individuality. As Doug Butler, CEO of Perkbox Vivup, highlights, enabling employees to tailor wellbeing, engagement and benefits to their personal circumstances supports creativity, innovation and long-term happiness.
For globally mobile talent, feeling recognised, supported and understood rather than managed through generic programmes will be central to creating healthier, more sustainable international careers.
