Should I Stay or Should I Go?
Pre-decision is the stage in the relocation process where the candidate (whether current employee or new hire) has been presented with an offer to relocate but has not yet made a decision. Pre-decision support is a critical component of strategic talent management, retention, and attraction, and in this Insight article, we explore how to support your candidates as they decide if relocation is right for them.
This article was co-authored by Cornerstone and REA Coaching for Well-being, with special thanks to Lynn Wagner, CRP, GMS-T, REA President, for her contributions and valuable input.
Pre-decision is that stage in the relocation process where the candidate (whether current employee or new hire) has been presented with an offer to relocate but has not made a decision. Pre-decision support is a strategic talent management imperative just as relocation is a critical component of talent retention and attraction. Desired candidates often must be convinced to relocate or to take an assignment.Challenges
Companies today face a myriad of challenges in the talent acquisition and talent mobility landscape. These can include budget constraints, internal alignment issues, and skill gaps. Candidates also have their share of challenges. These may include family concerns, real estate and rental costs, interest rates, cost of living, cultural and language differences, political instability, and even health crises such as pandemics.The 2024 Atlas Corporate Relocation Survey found that 64% of companies reported at least one employee declining relocation last year, and 40% saw an increase in declines compared to the prior year. Top reasons cited were family ties, safety concerns, and lack of spousal support—issues that traditional relocation packages often don’t fully address.
Employees today value personal stability and flexibility, sometimes more than career advancement. Family has taken precedence over career for many, with candidates reevaluating what they value most. They’re asking tough questions about how a relocation will affect their relationships, their support systems, and their overall quality of life. Many are hesitant to uproot their families, especially if the move doesn’t align with their lifestyle or long-term goals.
Demographic shifts have also complicated relocation decisions. Non-traditional households, multi-generational families, and blended families face unique challenges, making it important to understand the complex support systems behind each candidate’s decision.Pre-Decision Support Benefits
Companies should give candidates a chance to evaluate the full picture—professionally and personally because each relocation comes with unique considerations for the candidate. An employee considering a promotion has different concerns than one that is considering whether to take a move or exit the organization because their job is moving; just as someone with school-age children has different concerns than someone caring for an elderly parent.
Proactive, inclusive support also considers diverse personal circumstances and should include single employees, who are often overlooked when planning relocation support programs. Candidates might not even realize they need or would benefit from pre-decision guidance until it's made accessible.
Many companies make the relocation or assignment offer and assign an acceptance deadline without providing the candidate with the information they need to make an informed decision. Providing targeted resources and information allows the candidate to make an informed ‘yes’ or an informed ‘no.’
An upfront decline of the relocation or job offer is actually better than having someone say ‘yes’ only to regret it and leave the company shortly thereafter. Studies show that approximately 20% of employees experience ‘relocation regret’ within the first year, which can stem from unmet expectations, cultural fit issues, or a lack of preparation for the challenges they would face. The cost of an uninformed decision is more than many companies expect. It is expensive to lose an employee or have an early return from an assignment, or even to have a distracted, unhappy employee. Possible consequences include loss of institutional knowledge and relationships, the cost of retraining, and lost revenue opportunities. While relocation repayment agreements can help cover some of the cost of the relocation or assignment if an employee leaves, the repayment does not cover the cost of replacing an employee. Psychological Contract
Consider also the psychological contract, or the unspoken expectations between employer and employee. While a traditional contract spells out formal terms like salary, benefits, and job responsibilities, the psychological contract encompasses the less tangible, yet deeply significant, expectations employees have.
In the context of relocation, these expectations might include:Support and Empathy
Employees expect their unique challenges, such as family needs, spousal career considerations, or cultural adjustments, will be acknowledged and addressed with genuine care and compassion.Fairness and Transparency
Employees want clear communication about what relocation entails, including potential career benefits and any personal sacrifices they might need to make.Career Growth Opportunities
A relocation is often viewed as a step forward, so employees expect it to align with their professional aspirations and provide meaningful opportunities for advancement.Work-Life Balance
Employees expect that the move won’t come at the cost of their or their family’s well-being, whether that’s through work overload, inadequate support, or living in a less desirable location.
When companies understand and honor this contract in the context of relocation, they’re better equipped to create policies that meet both duty-of-care and employee experience goals. This alignment builds trust and improves outcomes for everyone involved.Cross-Functional Alignment
In KPMG’s 2023 Global Assignment Policy and Practices survey, 54% of participants indicated that global mobility programs at their companies are not aligned with talent management initiatives. Global Mobility often finds out about a relocation or assignment when the authorization crosses their desk.
Best practices from top-performing organizations show that alignment extends beyond the logistics of an immediate relocation. Cross-functional alignment in a relocation program means that Global Mobility, Talent Acquisition, Talent Management, and business units are aligned with a clear, structured framework. This ensures relocations support overall business goals, and employee personal and career development goals. When all stakeholders are working towards the same strategic goals, relocation becomes a powerful tool for talent retention and development. By establishing a structured, aligned approach, companies ensure that relocations are seen as career-enhancing opportunities rather than practical challenges.Solutions and resources to support decision-making include:
Pre-decision counseling:- Relocation policy: An initial overview of the relocation program that provides key details to candidates, so they know what to expect and which helps employees understand the possible impacts of relocation to their lives. This process can minimize the likelihood that the candidate will experience any unpleasant relocation-related surprises.
- Family transition coaching: This third-party service allows the candidate to explore the move in a neutral, confidential setting. They can discuss family concerns, spouse/partner career questions and get access to resources in the new location. Candidates may not feel comfortable sharing their concerns and questions directly with HR, who, in turn, might prefer not to know certain personal factors impacting a candidate’s decision.
Candidate assessments:
These self-assessments or professionally guided assessments are especially useful for international assignments. Assessment tools can be provided to the candidate, who can complete the assessment on their own, and based on the results (which are not shared with the company) can deselect or agree to the assignment. Other assessment tools can be completed by professionals who can then provide results to the company. These types of tools can be especially important when sending someone to challenging locations, or when little company support is available in the host location – such as a start-up location. Assessments can also support strategic talent management through candidate pooling.
Cultural training:
For international assignments and moves, providing access to cultural training at the pre-decision stage can give the candidate an initial feel for the new location and can be cost effective as well. Knowing the location’s cultural norms and customs upfront may inform and influence the candidate at this crucial stage.
Internal champion:
Consider connecting the candidate with a local employee who can champion the new location and the company, and who is willing to share their own experiences. Be careful of company hierarchy to ensure undue pressure is not placed on the candidate by a champion who is at a higher level than the candidate. Additionally, the champion’s relocation program should have been similar to the one being offered to the candidate (i.e. the champion should not have received – and speak to – a higher level of benefits). Look-see trip or area tour:
This trip is for the candidate and their spouse/partner to assess the new area, and get an overview of the new office, housing, schools, shopping, etc. prior to their relocation decision. If an internal champion has been identified, this local employee could participate in some of the activities during the trip, such as a welcome dinner. If possible, participation by the champion’s spouse/partner can provide a first local connection for the candidate’s spouse/partner. The look-see trip allows all parties to make an informed decision regarding life in the new location and recognizes that there is more to the relocation or assignment than just the job offer.In Conclusion
Companies face various challenges in attracting the best talent for their roles. When a relocation or assignment is in the mix, the challenges increase due to the impact on the employee’s personal life. Helping a candidate make an informed relocation or assignment decision leads to better outcomes for all involved.