• MMC

International mobility is evolving.
Recent analyses of global talent flows (notably BCG, Global Talent Mobility Is Slowing and Shifting) show a reconfiguration of talent movements and an increasing selectivity of employees regarding the conditions offered.

In this context, one element is increasingly emerging as central: the family dimension of expatriation.
The success of an international assignment no longer depends solely on the employee’s expertise.
It relies on the overall stability of their living environment.

Mobility Has Become More Demanding

Several trends converge:

• Talent decisions are made at the level of the couple and family.
• Real estate markets are tighter in many major cities.
• Access to international schooling is more competitive.
• Administrative and migration requirements are becoming more complex.
• Mobility policies are gradually broadening their definition of “family.”

International mobility benchmarks (KPMG Global Mobility Benchmarking Report) confirm this evolution: taking into account the spouse and children is now integrated into talent attraction and retention strategies.
Mobility is no longer a simple professional transfer.
It is a full life transition.

The Role of HR is Evolving

In 2026, HR teams are no longer just package managers.
They are becoming:

Architects of Transition

Anticipating mobility now requires:

• Coordinating housing and schooling as a strategic duo,
• Considering the spouse’s professional situation in feasibility assessments,
• Scheduling administrative procedures in a realistic timeline,
• Securing the start of the assignment in a demanding environment.

The matter is no longer purely financial.
It is organizational and human.

Risk Managers

A fragile family relocation can lead to:

• Decreased mental availability,
• Gradual disengagement,
• Internal tensions,
• Costly early returns.

In an increasingly competitive international environment, securing the assignment becomes a strategic issue.
Family integration is therefore fully part of a risk management logic.

Actors of International Attraction

Macro-level analyses (BCG) show that talent mobility is slowing and being reconfigured.
Qualified employees pay closer attention to the conditions offered to their families.
Organizations that provide structured and coherent mobility strengthen:

• Their international credibility,
• Their ability to attract strategic talent,
• Their image as a responsible employer.

What Really Makes the Difference

Field experience shows that assignment stability relies less on “add-on” programs and more on:

• Truly operational preparation in advance,
• Clear management with a designated contact person,
• Precise coordination of housing, schooling, and administrative steps,
• Transparent communication about local realities.

Successful international mobility is the one that combines operational rigor with life balance.

In Short

In 2026, the question is no longer whether to support the family.
The question is: how to structure that support to sustainably secure the assignment and enhance overall performance.

At Management Mobility Consulting, observation of international assignments confirms that a proactively planned and coordinated family relocation is a direct factor in stability and success.