The primary drivers motivating employees to relocate for work are exposure to new cultures, a thirst for adventure and the allure of different lifestyles. However, research reveals a big disconnect between these personal motivations and the perceptions of HR and mobility managers.
A new report by Crown World Mobility, The Changing Face of Relocation, surveyed over 1,000 global expats and 200 HR and mobility decision-makers to explore this dynamic. The findings highlight a growing enthusiasm for relocation, with 66% of HR leaders reporting an increase in the number of employees they relocated last year. Nearly half (49%) of HR respondents also noted that employee interest in relocation has risen over the past decade.
Despite this, HR and mobility managers often misunderstand what drives employees to accept international assignments. For employees, the most compelling reasons to relocate include seeking a better quality of life (41%), exploring new cultures (31%), and the excitement of change (27%). In contrast, managers believe that professional aspirations, such as career development (64%) and skills acquisition (60%), are the primary motivators.
Crown’s research underscores this divide further. Among 150 expats surveyed from top client organizations, adventure (18%) and experiencing new cultures (27%) were key motivators. However, these factors fail to register in HR managers’ top priorities when pitching relocation opportunities.
Caitlin Pyett, Global Consulting Lead at Crown World Mobility, explains: “By focusing exclusively on professional drivers, HR risks overlooking the vibrant, life-enhancing aspects of relocation. In doing so, they may struggle to attract new assignees in 2025 or successfully market mobility as an exciting opportunity.”
Pyett adds that the landscape of relocation is changing. “It’s no longer an exclusive option for senior executives. Today’s assignee population is diverse, spanning different ages, genders, and socioeconomic backgrounds. While career development remains important, HR should embrace and promote relocation as an adventure and a chance for employees to experience transformative cultural and personal growth.”
Culture: A Double-Edged Sword
Although the chance to immerse oneself in a new culture is a key selling point for relocation, it often becomes a significant challenge once employees are on assignment. Crown’s report reveals that nearly half of expats (46%) find cultural change a difficult aspect of relocation. The most common struggles include learning a new language (39%) and adjusting to a different pace of life (37%). HR managers concur, with 41% identifying cultural adaptation as a top challenge for employees, second only to language barriers (43%).
For employees, the difficulties of cultural adaptation seem to intensify with experience. Among expats who have completed multiple relocations, 56% report that cultural differences become more challenging. By comparison, only 48% of first-time assignees face these struggles, while 60% of those on their second or subsequent assignments admit to finding cultural adaptation increasingly difficult.
Yet, HR teams appear to underestimate this reality. Managers perceive cultural adaptation as a significant challenge for first-time assignees (81%), but this drops to 62% for employees on repeat assignments. Only 18% of HR managers believe subsequent relocations pose extreme challenges compared to 48% for first-timers.
Jo Danehl, another expert cited in the report, highlights the gap: “HR assumes that navigating new cultures becomes easier with experience, but seasoned assignees often report the opposite. This ‘culture fatigue’ arises because no two assignments are the same. Factors such as age, family structure, or life stage can deeply influence an individual’s ability to integrate into a new environment.”
Danehl cautions that organizations may be overestimating the benefits of familiarity with the relocation process and underestimating the mental and emotional toll of repeated cultural adjustments. She notes that factors such as forming a new social network, adapting to local customs, and building a sense of belonging are as crucial to a successful relocation as professional goals.
The Need for Alignment
The findings point to a clear need for HR and mobility managers to reevaluate how they approach and promote global assignments. While career advancement remains a central benefit, employees’ personal motivations - like the chance to explore, grow, and find excitement in a new environment - must be equally emphasized.
To foster a more holistic approach, Crown’s report suggests that organizations focus on better supporting employees’ cultural adaptation, particularly for seasoned assignees who may face heightened challenges. Addressing these gaps can ensure that relocation programs remain attractive, successful, and aligned with employees’ evolving aspirations in 2025 and beyond.