I’ve taken a deep dive into AON’s latest International Mobility Report , which says after years of constant change and reactive planning, international assignments are finally settling into more predictable patterns.
This gives mobility and human resource teams room to think strategically again. You can refine the policies that have been pieced together over the last few years, build programs that work for the long term, and ensure your mobility strategy supports your business goals.
What follows is a summary of the more trends and predictions for 2026 and what they mean for your programs and assignees.
1. Shorter Assignments Will Continue
According to the report, 82% of organisations are now focusing on assignments of three years or less, and regional transfers are becoming more common than traditional long-distance relocations.
At Personnel Relocations, we have definitely seen an increase in short-term assignments. We are supporting our clients with sourcing accommodation, orientations and settling-in services.
Shorter assignments provide companies with greater flexibility. You can move talent where it’s needed without the complexity and cost of multi-year commitments.
Employees often prefer them too, since they’re easier to manage around family obligations and career plans.
But the trade-off is that shorter assignments often don’t allow assignees enough time to fully immerse themselves in the local culture or build the deep relationships that make international experience truly valuable.
What this means for the organisation:
Carefully consider what you’re optimising for, whether it’s speed and flexibility or depth and integration, and design your programs accordingly.
2. Medical Benefits Will Be a Top Priority
International health coverage has jumped from third place to the number one concern for organisations managing global assignments, and it’s not hard to see why.
Healthcare costs are rising faster than overall inflation in many markets, putting pressure on mobility budgets.
At the same time, employees are increasingly vocal about needing comprehensive coverage when they’re away from their home healthcare systems. They want assurance that they and their families will be looked after if something goes wrong.
What this means for the organisation:
You need to provide coverage that genuinely protects assignees and gives them peace of mind, but you also have to work within budget constraints that are getting tighter.
Take a hard look at your coverage policies, compare providers, and find ways to deliver quality care without unnecessary costs.
3. Relocation Costs Will Keep Rising
Moving people across borders is getting more expensive, and it’s not a temporary blip. Relocation assistance now ranks as the second most important benefit according to 59% of organisations surveyed, right behind healthcare coverage.
Transportation costs, housing markets, and the general expense of physically relocating households are all trending upward.
For assignees, these costs can be a major source of stress, especially if they’re moving to high-cost locations or bringing families with them.
Without adequate support, the financial burden can overshadow what should be an exciting career opportunity.
Using our pre-arrival home search can still save you $1000’s off your relocation expenses.
What this means for the organisation:
You want to remove financial barriers so your top talent will say yes to international opportunities, but mobility budgets aren’t unlimited.
Many organisations are getting creative here. They negotiate better rates with relocation providers, offering lump-sum payments for more straightforward moves, or being more selective about which assignment types warrant full relocation support.
The key is being transparent with assignees about what’s covered and what isn’t, so there are no unwelcome surprises mid-move.
4. The Same Five Challenges Will Persist
Compliance remains at the top of the list. Tax rules, immigration requirements, and employment regulations keep shifting and are becoming more complex. Keeping up with regulatory changes across multiple countries is exhausting, and the penalties for getting it wrong are significant.
Relocation logistics are still a headache. Coordinating moves, managing vendor relationships, and addressing the inevitable hiccups that come with physically relocating people and their belongings require significant time and effort.
Budget pressures aren’t easing up either. Even with more stable conditions, organisations are expected to do more with less.
Compensation remains tricky. Determining fair, competitive packages that work across different markets and assignment types requires constant calibration. What seems reasonable in one location can be completely off-base in another.
And finally, duty of care isn’t optional. Safety and well-being concerns, whether it’s political instability, health risks, or mental health support, require ongoing attention. Assignees and their families need to feel secure, and that responsibility sits squarely with mobility teams.
What this means for the organisation:
These persistent challenges mean global mobility can’t be treated as a side responsibility. It requires dedicated resources and expertise.
Getting any of these wrong creates expensive problems, from legal penalties to failed assignments.
If you’re running an international assignment program, you need either strong internal capabilities or reliable external partners who can handle the complexity properly.
5. Pre-Move Health Checks Will Remain Rare
Only 16% of organisations provide thorough health screenings before sending employees on international assignments. That’s a remarkably low number given how much is at stake.
When families relocate without understanding their healthcare needs in their new location, problems can arise quickly.
An assignee’s child might need regular specialist care that’s difficult to access in the host country.
A spouse might struggle to get medications they rely on. These are the kinds of issues that can force families to cut assignments short or cause significant distress while they’re abroad.
Many of these situations are preventable. A proper health assessment before the move gives everyone a clear picture of what healthcare support will be needed and whether the destination can realistically provide it.
Yes, there’s an upfront cost, but it’s minimal compared to the expense of a failed assignment or the toll on employee wellbeing.
What this means for the organisation:
Most organisations still aren’t doing this, which means they’re essentially hoping health issues won’t emerge.
Given that medical benefits are now the top priority for assignees, this disconnect warrants attention.
Organisations that invest in pre-move health checks consistently report fewer assignment disruptions and better overall outcomes.
6. International Retirement Plans Will Stay Severely Underutilised
Only 10% of organisations offer international retirement plans. That’s a striking statistic, especially given how many people now spend significant portions of their careers moving between countries.
The people who pay the price are career expats. They end up caught between different retirement systems, with fragmented pension contributions across multiple countries and no clear picture of what their retirement will actually look like.
International pension options exist, but they get overlooked. Part of the issue is complexity: cross-border retirement planning involves navigating different tax treatments, regulatory frameworks, and contribution structures. It’s easier to avoid the topic altogether.
But as more employees spend longer stretches of their careers on assignment, this gap will become harder to ignore.
What this means for the organisation:
If you’re asking people to build their careers around international mobility, you need to help them plan for the future.
Without adequate retirement support, you’re essentially telling your most globally mobile talent that their long-term financial security is their responsibility.
The organisations that get ahead of it now will have a real advantage in attracting and retaining people willing to take on multiple international roles.
7. Mental Health Is Moving Up the Priority List
Mental health support is finally getting the attention it deserves in global mobility programs. Organisations are recognising that relocating to a new country isn’t just a logistical exercise but a significant life transition that affects psychological well-being.
The better programs are taking a lifecycle approach. Support starts before the move, helping assignees and their families prepare for the adjustment ahead.
It continues during the assignment, when isolation, culture shock, and the stress of navigating unfamiliar systems can take a toll.
It also extends to repatriation, which often catches people off guard by how difficult it can be to adjust to their home country.
There’s a direct link between well-being and assignment success.
An assignee struggling with anxiety or depression, or a spouse feeling isolated and unsupported, can derail even the most strategically important placement. Family adjustment issues are consistently cited as a top reason assignments fail early.
What this means for the organisation:
Provide access to counselling services that understand the expat experience, resources for spouses and partners who often bear the brunt of relocation stress, and proactive check-ins rather than waiting for people to ask for help.
Some organisations are offering mental health apps, employee assistance programmes with international coverage, or connecting assignees with peer support networks.
What This Means for Global Mobility
2026 isn’t bringing a revolution to global mobility, but it offers the chance to fix what has needed fixing for a while.
The patterns are consistent across organisations. Assignments are shorter and more regional. Healthcare and relocation costs keep climbing. The usual operational headaches: compliance, budgets, and compensation aren’t going anywhere.
There’s finally some momentum around mental health support and family well-being, which should have happened sooner.
If you’re running a mobility program, now’s the time to tackle the basics properly. Get your health coverage sorted. Make sure your relocation support actually works.
Stop putting off pre-move health checks and retirement planning because they’re awkward. Integrate mental health resources into your standard process rather than waiting for issues to arise.
Take a hard look at where your program sits compared to these trends.
Figure out what you’re doing well and where you’re behind. Then use this breathing room to close the gaps.
