Balancing Act: Strategies for Well-Being in the Global Talent Mobility Sector

Looking into the root causes of burnout and exploring comprehensive strategies to foster resilience and well-being within the global talent mobility sector.

The global talent mobility industry serves as the backbone of international talent movement, facilitating the seamless transition of individuals and families across borders. However, behind the scenes, professionals in this field grapple with myriad challenges that can lead to burnout if left unaddressed. In a series of insightful interviews with industry experts, we dive deeper into the root causes of burnout and explore comprehensive strategies to foster resilience and well-being within the global mobility sector.

Understanding the Stressors

Robert Fletcher, co-founder at U.K.-based Heart Relocation, offers invaluable insights into the emotional toll of relocation on assignees and the underlying stress experienced by talent mobility professionals. Through a comprehensive survey, Fletcher and his team uncovered alarming statistics, revealing that relocation invariably adds to stress levels for assignees.

Shockingly, 60% of respondents reported that this heightened stress negatively impacted both their work and home life. What’s more, the engagement of relocation management companies (RMCs) was found to exacerbate stress levels in 75% of cases, shedding light on the complex dynamics at play within the industry.
“There are lots of studies that show that people who ‘counsel’ people in stressful situations can experience a great amount of difficulty in handling their own stress,” Fletcher says. “While I appreciate most relocation consultants or HR mobility professionals are not ‘counselors’ in the pure sense of the word, they do by the nature of their role become quite invested in the challenges of assignees and families under their care.” 

Fletcher highlights the overwhelming caseloads faced by mobility consultants, citing an example of an individual managing a staggering 215 assignees. He emphasizes the urgent need for companies to reevaluate their approach to workload management, advocating for a shift toward more manageable caseloads to prevent burnout among mobility professionals.

“I believe a different mindset is required, where the value of what relocation professionals on both sides of the equation provide to companies who are relocating employees around the world is prioritized,” he says. “It is not a simple fix.”

Empowering Women in Global Talent Mobility

Christina Urrutia, executive director of Women of Global Mobility, provides valuable insights into the unique challenges faced by women in the industry. Beyond the traditional hurdles of balancing career aspirations with family responsibilities, Urrutia sheds light on the dearth of female leaders and limited networking opportunities prevalent in male-dominated sectors of the industry.

Urrutia emphasizes the critical role of organizational policies in supporting women's career advancement and well-being. 

“A study done by Deloitte suggested that employers who spent money on well-being initiatives gained a $5 ROI per $1 spent,” Urrutia says. “That’s a 500% ROI. What’s more, in 2023, Deloitte discussed that only 63% of employees felt that their mental and physical well-being were ‘great,’ and 64% of managers and 75% of the C-suite are seriously considering quitting for a job that would better support their well-being.”

She calls for the implementation of fair and flexible work policies, mentorship programs, and inclusive workplace initiatives to create a conducive environment for women to thrive in global mobility roles.

Navigating an Evolving Landscape

Elena Anderson, GMS-T, GPHR, SHRM-SCP, co-founder and lead strategist at At Ease Solutions LLC, offers invaluable insights into the evolving landscape of global mobility post-pandemic. As the industry grapples with unprecedented challenges and uncertainties, Anderson highlights the need for professionals to adapt and reskill to meet evolving demands effectively.

“The talent mobility space has always carried a certain level of stress,” she says. “Our roles involve competencies across several disciplines, from talent management to project management, and it even involves analyzing data and applying regulatory knowledge. Not to mention, talent mobility is often underestimated or undervalued in the overall success of a company’s business strategy.”

Anderson underscores the importance of self-care and boundary-setting in maintaining a healthy work-life balance amid the demands of the global talent mobility industry. She emphasizes the value of actively scheduling idle time, learning to prioritize tasks effectively, and redefining success metrics to prevent burnout and promote overall well-being.

“The answer to maintaining a healthy work-life balance varies with each professional,” she says. “For me, it involved learning to say ‘no’ and actively scheduling idle time. I have also learned how to skillfully de-prioritize tasks and not treat everything as a heightened emergency. With this adjustment, I had to unlearn certain habits and reskill in how I communicate deadlines to my direct reports and stakeholders.”

She continues: “Since HR/global mobility professionals and service providers are at the center of the transactions involved with each transferee, they have the greatest risk of feeling the stress and anxiety felt by each transferee, their managers, and their family members. Not to mention, their roles are highly technical and involve an acute attention to detail, as well as higher levels of empathy and emotional intelligence. The corporate (in-house) HR/global mobility professional has a unique risk to well-being because there may be other company projects and initiatives that take up bandwidth and capacity. Prioritizing self-care and setting healthy boundaries with deadlines are critical to making the talent mobility process successful.”

Comprehensive Strategies for Success

To address burnout and foster sustainable well-being within the global talent mobility industry, the experts interviewed for this story suggested that individuals and organizations collaborate to implement comprehensive strategies:

• Prioritize Self-Care: Individuals should prioritize self-care by incorporating regular breaks, seeking assistance when needed, and automating tasks to alleviate workload pressures. Employers can support employee well-being by incentivizing participation in wellness programs and promoting the utilization of vacation time.
• Establish Clear Boundaries: Effective communication of work hours and boundaries is essential to prevent work encroaching into personal time. Flexible work arrangements can empower employees to balance professional and personal commitments effectively, fostering a healthy work-life balance.
• Foster Support Networks: Building robust support networks within and outside the workplace provides individuals with guidance, mentorship, and emotional support to navigate challenges effectively. Organizations can facilitate the creation of formal mentorship programs and foster a culture of inclusivity to support employees’ professional growth and development.
• Advocate for Inclusive Policies: Organizations must advocate for inclusive workplace policies that address gender biases, promote diversity, and amplify the voices of underrepresented groups. By fostering an environment of inclusivity and equity, organizations can empower all employees to thrive and contribute meaningfully to the success of the global mobility sector.

Addressing burnout in the global talent mobility industry requires a multifaceted approach that prioritizes the well-being of individuals while fostering a supportive organizational culture. By implementing comprehensive strategies and fostering a culture of inclusivity and support, organizations can create an environment where talent mobility professionals can thrive and contribute to the success of international assignments with resilience and purpose.