19 Nov US Employee Wellbeing Hits Record Low: What Mobility Specialists Need to Know

A recent Gallup study revealed a startling decline in US employee wellbeing, with only 50% of employees thriving in their overall lives—a record low since measurements began in 2009. The report highlights critical challenges for workplaces, showing that efforts to prioritize wellbeing have yet to deliver significant improvements. 

For global mobility specialists, this data provides essential insights into the state of employee satisfaction and the urgency of addressing wellbeing in mobility strategies. Understanding the root causes and implications of these findings equips mobility professionals to better support their clients and their respective employees.

Why employee wellbeing matters for global mobility

Gallup’s Life Evaluation Index highlights the benefits of thriving employees: reduced absenteeism, lower turnover, and higher engagement. Employees who feel positive about their lives miss 53% fewer days of work due to health issues and are 32% less likely to actively seek new jobs. These benefits translate into tangible organizational outcomes, such as improved productivity, cost savings, and enhanced morale.

For global mobility specialists, employee wellbeing is a cornerstone of successful relocation programs. Relocation is often accompanied by significant stressors, from cultural adaptation to managing work-life balance in a new environment. Thriving employees are more likely to overcome these challenges and integrate effectively into their new roles and communities.

Key takeaway: Mobility specialists should align their strategies with client priorities by emphasizing the connection between employee wellbeing and relocation success.

Bridging the gap between wellbeing strategy and reality

Despite increased awareness, only 21% of employees strongly agree that their organization cares about their overall wellbeing. This perception gap creates a sense of mistrust, with employees viewing organizational efforts as superficial. Gallup calls this “carewashing”—offering token gestures of support without addressing root causes.

To counter this, mobility specialists should advocate for authentic and comprehensive wellbeing strategies that support relocated employees. This begins by addressing three critical areas:

1. Assess current systems and resources

Employee Assistance Programs (EAPs) are a common tool for addressing mental health and wellbeing, yet their effectiveness remains limited. Gallup’s survey reveals that 31% of employees are unaware of their organization’s EAP, and 81% of those who know about it have never used the service.

What mobility specialists can do:

• Partner with HR to ensure that EAP offerings are clearly communicated to relocating employees, including how these resources can be accessed internationally.
• Incorporate relocation-specific support services, such as counseling for cultural adjustment or financial planning for expatriates.

Example: A company offering international assignments could enhance its EAP communication by including sessions specifically tailored to navigating the psychological challenges of relocation.

2. Take a holistic approach to wellbeing

Gallup identifies five interconnected elements of wellbeing: career, social, physical, financial, and community. While many organizations focus on career wellbeing, few integrate all five elements into their strategies.

What mobility specialists can do:

• Design relocation programs that address multiple facets of wellbeing. For example, include community engagement opportunities to build social connections, or provide access to local gyms to support physical health.
• Work with clients to view relocation not just as a career advancement opportunity but as a chance to enhance overall life satisfaction.

Example: A mobility program could organize “welcome events” for relocated employees to foster social connections and provide resources for navigating the local community.

3. Promote wellbeing through regular coaching conversations

Managers play a pivotal role in employees’ perceptions of organizational care, yet only 36% of employees have discussed personal wellbeing with their manager. For relocated employees, these conversations are even more critical, as they navigate the pressures of a new role and environment.

What mobility specialists can do:

• Train managers to facilitate wellbeing discussions with relocated employees, emphasizing listening and connecting employees to available resources.
• Encourage organizations to integrate wellbeing into performance check-ins, particularly during the early months of a relocation.

Example: Mobility specialists can provide templates or training sessions for managers to initiate wellbeing check-ins, ensuring relocated employees feel supported.

Building trust through visible action

To avoid the pitfalls of “carewashing,” organizations must back up their wellbeing initiatives with measurable and visible outcomes. For global mobility professionals, this means taking proactive steps to ensure relocated employees experience genuine care and support.

Practical strategies for mobility specialists:

• Measure impact: Collect feedback from relocated employees to understand their challenges and evaluate the effectiveness of wellbeing initiatives. Use this data to refine programs and demonstrate their value to clients.
• Tailor solutions: Recognize that no two relocations are the same. Provide personalized support based on employees’ individual needs and circumstances.
• Foster a wellbeing culture: Advocate for a workplace culture where wellbeing is a shared responsibility among leaders, managers, and employees.

Why investing in wellbeing is worth it

The business case for employee wellbeing is clear. Gallup’s research shows that employees who strongly agree their organization cares about their wellbeing are:

• 4.4 times more likely to be engaged at work
• 7 times more likely to recommend their organization as a great place to work
• 73% less likely to feel burned out
• 53% less likely to actively seek new jobs

For global mobility specialists, prioritizing wellbeing is a way to enhance employee satisfaction, improve relocation outcomes, and demonstrate the strategic value of mobility programs.

Conclusion: a call to action

The record low in US employee wellbeing is a wake-up call for organizations and the professionals who support them. For global mobility specialists, it underscores the need to integrate holistic and authentic wellbeing initiatives into every aspect of relocation programs.

By aligning mobility strategies with Gallup’s insights, mobility specialists can become key partners in addressing employee wellbeing—helping clients create environments where employees thrive both personally and professionally. Because when employees thrive, so do organizations.