The evidence gap in global mobility

Recent industry research clearly reflects this shift. ECA International continues to highlight that employee experience now stretches across the full assignment lifecycle, from preparation and relocation through to adaptation and repatriation, and is increasingly linked to performance outcomes and assignment continuity. EY's 2026 mobility research also found that positive mobility experiences influence both retention and the willingness to relocate again. These are no longer secondary considerations within mobility programmes. They are becoming indicators of assignment effectiveness, confidence, and the wider programme's value.

The move is complete. The assignment is still developing

Global mobility services have become significantly more structured over the past few years. Relocation delivery is more consistent, compliance frameworks are stronger, and organisations are generally better equipped to manage the operational side of international moves efficiently.

In many cases, the relocation itself is not where assignments fail.

The challenge begins once global talent arrives, and the practical realities of the assignment start to unfold. Individuals are expected to perform quickly while simultaneously adapting to a new location, different systems, unfamiliar cultural expectations and changes to everyday life. Families are often adjusting at the same time, navigating schooling, healthcare, housing and wider integration into a completely different environment.‍

Why the evidence gap appears after arrival

This is where the evidence gap becomes more visible within global mobility programmes.

Assignments are usually approved to support business growth, deploy talent, strengthen leadership capability or create operational continuity. Yet many of the factors that determine whether those objectives are achieved emerge after the move has already been completed.

A relocation may be delivered successfully from an operational perspective, while the assignment itself begins to struggle underneath the surface.

Where assignment risk actually sits

Recent research provides a clearer picture of where assignment risk often develops. AXA Global Healthcare has identified family concerns, cultural adjustment and social isolation among the most common contributors to early assignment termination. These are not issues traditionally associated with relocation delivery, yet they can have a direct impact on assignment continuity and performance.

ECA International has similarly highlighted that employee experience now extends across the full international assignment lifecycle, including preparation, relocation, adaptation and repatriation. This reflects a growing recognition that assignment success is influenced as much by lived experience as by operational processes.

Why support expectations are changing

At the same time, expectations around mobility support are changing. Global talent increasingly expects continuity, responsiveness and practical support beyond arrival, particularly where assignments involve significant family adjustment or complex environments.

This creates an important challenge for mobility teams because many of the risks most likely to influence assignment outcomes emerge after the most visible relocation milestones have already passed.

A programme may appear operationally stable on paper while hidden pressure is building within the lived experience itself.

Why delivery alone is no longer enough

Many mobility programmes are still designed primarily around delivery. Their structure is built to manage relocation, immigration, compliance and policy administration effectively, which remains essential. However, once global talent arrives, support often reduces while performance expectations increase.

Individuals are expected to integrate quickly into the business, operate effectively in a new environment and adapt personally. For accompanying families, the process can be equally demanding, particularly where language barriers, schooling requirements, healthcare systems or local integration become sources of pressure.

‍Why fragmented support creates assignment risk

This is also where mobility support areas, which are often managed separately, begin to overlap operationally.

Relocation may manage the move itself. Immigration secures the right to work. Policy defines the assignment framework. Specialist support may exist for executive or high-complexity assignments. However, global talent experiences all of these elements as one connected journey.

When those elements are not aligned consistently, fragmentation begins to appear. The relocation may technically be complete, but the assignment experience feels disconnected. Global talent may have the documentation, approvals and logistical support required on paper, but still lack the confidence, continuity or practical support needed to operate effectively in reality.

This is increasingly where mobility teams are being asked to look more closely.

The gap between what is measured and what matters

There is also a growing disconnect between the objectives organisations expect mobility programmes to deliver and the way assignment success is commonly measured.

Most programmes naturally focus on the metrics that are easiest to track and report consistently. Cost, timelines, compliance, policy adherence and move completion all remain essential operational indicators because they provide clear visibility into programme delivery.

Which assignment success signals are harder to measure?

However, the factors that often determine whether an assignment succeeds are less visible and significantly harder to quantify.

They sit within areas such as confidence, cultural adaptation, family stability, communication, responsiveness, wellbeing and the ability to perform effectively within a new environment over time.

These signals may not always appear immediately, but they often shape whether the assignment ultimately delivers the business outcome it was intended to support.

Recent ECA reporting suggests that employee experience is now viewed as an increasingly important component of mobility effectiveness. Yet in many programmes, this broader understanding of assignment success is not always fully reflected in the support model beyond relocation delivery itself.

As mobility becomes more closely connected to talent strategy, retention and workforce planning, this gap is becoming harder to ignore.

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Frequently asked questions

What is assignment success in global mobility?

Assignment success in global mobility refers to whether an international assignment achieves its intended talent and business outcomes. This includes adaptation, performance, family stability, retention and assignment continuity, rather than relocation completion alone.

Why is employee experience important in international assignments?

Employee experience influences how effectively global talent and their families can settle in, adapt, and perform during an assignment. Positive mobility experiences are increasingly linked to retention, assignment continuity and wider programme effectiveness.

What are the biggest risks in international assignments?

Common risks include cultural adjustment challenges, family instability, fragmented support, communication gaps, poor adaptation and lack of operational continuity after arrival.

How should organisations measure assignment success?

Organisations should measure assignment success through a combination of operational and human indicators, including adaptation, assignment continuity, family support, performance, responsiveness and alignment to the original business objective.