2026 FIFA World Cup Countdown (Mobility Risk in the Final 90 Days)

by | Feb 17, 2026 | News

As the 2026 FIFA World Cup approaches (June 11–July 19, 2026), organizations relocating employees to, from, or within the United States, Canada, and Mexico are entering the highest‑risk period for mobility disruption. With approximately three months remaining before kickoff, conditions across immigration processing, housing availability, transportation infrastructure, and destination services are already tightening.

For global employers, this final 90-day window is no longer about long-term forecasting. It is about protecting in-flight relocations, stabilizing the employee experience, and avoiding preventable cost escalation under constrained conditions. Decisions made now, particularly around timing, policy flexibility, and employee communication, will determine whether assignments proceed as planned or unravel under operational pressure.

Among all mobility components, immigration processing will experience the earliest and least flexible pressure, making it the first constraint employers will encounter.

As the 2026 FIFA World Cup nears, global mobility programs face heightened disruption across the U.S., Canada, and Mexico

1. Immigration and Entry Processing

Pressure Peaks in the Final 90 Days

U.S. government agencies have confirmed that millions of international visitors are expected to arrive during the tournament period, with federal authorities already operating under increased workload assumptions. While the U.S. Department of State has introduced FIFA PASS to expedite visitor visa interviews for ticket-holding fans, this program does not apply to corporate relocations, work visas, or dependents.

Public reporting confirms that consular appointment delays and enhanced screening will persist through early summer 2026, even for travelers not attending the event, further constraining already limited processing capacity.

For employers, this means immigration becomes the earliest and least flexible constraint in the relocation lifecycle.

Immediate Mobility Risks (March–June 2026)
As a result, organizations should anticipate several near-term mobility risks:

  • Delays for employees and dependents entering the U.S. on employment-based or accompanying visas
  • Increased scrutiny at ports of entry during peak arrival windows
  • Reduced flexibility for urgent or short-notice international assignments

How Employers Can Respond Now

  • Avoid initiating new international relocations into host countries unless they are clearly business-critical
  • Lock in entry dates well before mid-June wherever possible
  • Prepare relocating employees for longer border processing times, enhanced screening, and more frequent documentation checks

These actions should be treated as risk controls, not discretionary enhancements.

During the tournament window, immigration timing becomes a structural constraint, not a variable employers can assume will self-correct.

2. Housing Availability

Localized Shortages Will Drive Cost and Timing Risk

The 2026 FIFA World Cup will create predictable but uneven housing disruption across North America. While matches span three countries, demand will concentrate sharply in specific metro areas and specific weeks, placing sustained pressure on short‑term housing markets throughout June and July 2026.

WHR analysis, supported by corporate housing supplier data, indicates that every host city will experience a housing impact during the tournament. Risk levels vary by market, but even large metros with historically deep inventory will face constraints due to match density, peak‑season tourism overlap, and already elevated baseline occupancy.

Housing risk during the tournament is not solely a supply issue. Transportation disruptions on match days, including congestion zones, extended road closures, and limited ride-hailing access, mean proximity to stadiums does not necessarily translate into convenience for working assignees.

Markets expected to experience the most acute housing pressure include:

  • Extreme risk: New York/New Jersey, Los Angeles, Dallas/Arlington, Miami
  • High risk: San Francisco Bay Area, Boston/Foxborough, Seattle, Atlanta
  • Medium‑high risk: Houston, Philadelphia
  • International host cities: Mexico City (extreme), Toronto, and Vancouver (high)

In practice, this means:

  • Central housing in extreme‑risk markets is likely to sell out months in advance
  • Minimum stay requirements and price escalation will become common
  • Markets that appear manageable early may tighten rapidly during match weeks
Temporary Housing can lead to localized Shortages that will drive cost and timing risk

Immediate Mobility Risks (March–June 2026)

  • Reduced availability of furnished housing beginning late spring 2026
  • Extended minimum stays and fewer flexible lease options
  • Increased cost exposure for in-progress relocations
How Employers Can Respond Now
  • Secure housing early for spring and early‑summer arrivals
  • Broaden location criteria beyond traditional city cores
  • Treat policy flexibility as a risk‑management tool, not an exception driven by preference
During the World Cup window, housing constraints are structural and market-driven, not negotiable. Organizations that plan early preserve cost control, employee experience, and duty‑of‑care standards; those that delay face constrained choices and elevated risk.

3. Transportation and Destination Services

Operational Disruption Becomes Likely

A recent report cited by U.S. media warns that the U.S. air travel system is not fully prepared for World Cup-level volume, highlighting TSA screening constraints and customs staffing shortages. In the final 90 days before kickoff, these constraints shift from theoretical to operational realities for relocating employees.

At the same time, destination services capacity will tighten alongside transportation infrastructure, increasing execution risk well before match days begin. WHR is observing early indicators that appointment availability, service sequencing, and on-the-ground coordination will become increasingly constrained as host cities absorb both event-driven demand and ongoing workforce mobility.

Employees arriving during this window may encounter:

  • Congested airports
  • Limited flight rebooking options
  • Reduced availability for home‑finding, school search, and settling-in services
A recent report cited by U.S. media warns that the U.S. air travel system is not fully prepared for 2026 World Cup-level volume, highlighting TSA screening constraints and customs staffing shortages

Immediate Mobility Risks

Taken together, these conditions translate into several near-term execution risks for active relocations:

  • Missed or compressed appointment windows for in-person destination services
  • Delayed assignment start dates driven by travel disruption or service backlogs
  • Increased reliance on interim, phased, or temporary solutions
  • Elevated stress for employees and accompanying families navigating unfamiliar and congested conditions
How Employers Can Respond Now
  • Advance and compress destination services earlier in the relocation timeline to reduce exposure to peak congestion
  • Deliberately resequence services rather than relying on standard pacing assumptions
  • Defer nonessential in-person services until post-tournament, where feasible
  • Expand the use of virtual destination support where appropriate
  • Reinforce clear, written guidance and realistic expectations with relocating employees before arrival
Execution discipline matters most in this phase. Employers that proactively restructure timelines and service sequencing reduce downstream cost escalation, rework, and employee dissatisfaction when the availability of destination services becomes constrained during peak demand.

4. Security and Border Controls

Heightened Visibility Through Summer 2026

The U.S. government has confirmed a multi-agency security posture for the tournament involving DHS, CBP, TSA, and international partners. While officials emphasize that the event will be “welcoming,” enhanced enforcement presence and screening is expected throughout the summer.

Immediate Mobility Risks Taken together, these conditions translate into several near-term execution risks for active relocations:
  • Longer inspection times at borders
  • Additional document verification for dependents
  • Increased employee anxiety, particularly for first-time international assignees

How Employers Can Respond Now

  • Provide clear, written travel guidance to relocating employees
  • Ensure all documents are valid well beyond the intended stay
  • Offer proactive family communication to reduce uncertainty

Clear communication functions as a stabilizer during periods of heightened enforcement. Employers that over‑communicate reduce both compliance risk and unnecessary escalation at points of entry.

5. The Immediate Post-Event Effect

Disruption Will Not End on July 19
The World Cup’s operational footprint does not end with the final whistle. Historical experience from large-scale sporting events shows that mobility disruption continues after closing ceremonies, as visa backlogs, housing normalization, and infrastructure congestion unwind unevenly.

Employers should not assume that late July or August relocations will be unaffected. In many cases, post-event moves experience delays precisely because systems are recovering rather than fully reset.

Planning fall assignments now, rather than waiting for perceived “normalization”, reduces exposure to residual bottlenecks and false expectations.

Final Takeaway for Mobility Leaders

Working with a Relocation Management Company (RMC) like WHR Global, can help your mobility team streamline the complex employee relocation process while controlling costs

WHR is available to help organizations evaluate readiness, refine mobility strategies, and support relocations through this high‑risk period.

Contact the WHR Global Mobility Experts

From Planning to Execution Under Constraint

The final 90 days before the 2026 FIFA World Cup represent the highest‑risk period for employee relocations into North America. The challenge is no longer strategy; it is execution under constrained conditions.

Organizations that navigate this period successfully will be those that:

  • Adjust timelines now, not reactively
  • Set realistic expectations with employees and business leaders
  • Treat mobility policy as an active risk‑control mechanism, not simply a benefit framework

As market conditions become more constrained, proactive planning offers meaningful advantages in execution, cost management, and employee confidence. Employers that engage early maintain more options as the tournament approaches. 

What is COLA (Cost of Living Adjustment or Allowance)?

by | Feb 3, 2026 | News

Cost of Living Allowances or Adjustments (COLA) are a cornerstone of successful employee relocation programs, designed to protect transferees’ purchasing power and standard of living when moving between geographic locations.

At WHR, we recognize that compensation does not stretch equally across markets, and without adjustment, a relocation can create unintended financial strain.

By proactively accounting for these differences, organizations promote fairness, support employee well-being, and demonstrate a commitment to workforce mobility and broader global mobility initiatives.

Cost of Living Global Scale Market Basket comparison

COLA Defined – Adjustment vs. Allowance

Cost of Living Adjustment

  • A Cost‑of‑Living Adjustment (COLA) is a compensation change made to ensure an employee’s pay keeps pace with changes in the cost of living, such as inflation or broader economic shifts.
  • A Cost-of-Living Adjustment typically results in a permanent change to an employee’s base salary and becomes part of their ongoing compensation. Organizations most often use cost-of-living adjustments to protect purchasing power over time, helping employees maintain a consistent standard of living as prices for goods, services, and housing change.

Cost of Living Allowance

  • A Cost-of-Living Allowance (COLA) is distinct from a Cost-of-Living Adjustment in one important way: it does not permanently increase an employee’s base salary. Instead, COLA is designed as temporary supplemental compensation to help offset higher living expenses.
  • COLA most often applies when an employee relocates to a significantly higher cost-of-living area for a defined period, such as a temporary domestic assignment or an international assignment. Rather than permanently altering pay structures, organizations use COLA to bridge the financial gap created by geographic cost differences.

How COLA Is Calculated

Calculating COLA typically involves comparing cost-of-living indices from reputable third-party data providers like AIRINC that analyze and weight multiple expense categories. These comparisons produce a percentage difference between locations, which is then translated into an allowance or adjustment.

Market Basket for COLA Comparisons in Global Relocation programs

COLA is built on a standardized Cost of Living Market Basket:

  • Which represents the typical mix of goods and services purchased by an average household
  • Includes fixed categories such as housing, utilities, food, transportation, healthcare, and taxes
  • Held constant in terms of item types and quantities to isolate the impact of price changes over time

By comparing how the cost of this fixed basket varies between locations, indices such as the Consumer Price Index (CPI), derived from Consumer Expenditure Survey data on urban consumer spending patterns, provide a consistent and objective measure of changes in purchasing power. These market‑basket comparisons form the foundation for translating geographic cost differences into COLA percentages.

How COLA Is Paid

Companies may structure COLA payments in a variety of ways. Still, the most common approach is to calculate the difference between the employee’s current location and the new destination, then distribute that difference over a set timeframe. These payments are typically phased over multiple years, allowing employees to adjust gradually while giving employers flexibility and cost control.
  • For example, if a relocation results in a modest 8% increase in cost of living, an employee with a base salary of $130,000 might receive an initial COLA of approximately $10,400 in the first year, followed by gradually reduced payments in subsequent years. This step-down approach helps address the immediate financial impact of the move while recognizing that employees typically adjust their spending patterns over time.
Accuracy is critical: insufficient COLA can lead to dissatisfaction or assignment refusal, while overly generous adjustments can strain budgets and create internal inequities. Many employers rely on corporate relocation companies like WHR to ensure calculations are objective, up to date, and aligned with best practices, particularly in volatile economic environments.

Several factors must be considered when determining COLA eligibility and amounts:

  • Housing costs are often the most significant driver
  • Local tax structures, commuting expenses, childcare availability, healthcare premiums, and access to public transportation can meaningfully affect an employee’s cost profile
  • Family size, lifestyle expectations, and whether the relocation is domestic, an international, or an expatriate (expat) assignment further influence needs
  • Inflation, regional economic shifts, and housing market fluctuations underscore the importance of regularly reviewing COLA assumptions to keep relevant

Benchmarking and Policy Reviews

Ask an Expert Global Mobility and Culture Study

Benchmarking plays a vital role in shaping effective and competitive COLA programs.

Findings from WHR’s 2025 Global Mobility Benchmark underscore the continued importance of COLA across key assignment types and reveals:

  • 46% of organizations, from this benchmark, provide COLA to their employees
  • 67% of organizations provide COLA for short‑term assignments (STAs)
  • 75% offer COLA for long‑term assignments (LTAs), reflecting its role as a core mobility benefit for temporary and developmental moves
  • 7% of organizations extend COLA to international permanent transfers (IPTs), illustrating a more selective approach when relocations are intended to be permanent
Pharmaceutical Industry

Pharmaceutical Industry
Highest percentage of companies
that offer COLA, at 64%

Manufacturing Industry

Manufacturing Industry
Lowest percentage of companies
that offer COLA, at 17%

Food and Beverage Industry

Food and Beverage Industry
Under the overall average of companies
that offer COLA, at 44%

To help clients stay ahead of the curve, WHR’s Allowances and Per Diems Benchmark provides a global pricing allowance and per diem database to understand the true cost of living in a given location, enabling organizations to compare allowance structures and relocation practices against industry peers and similar markets to validate that their approach is equitable, competitive, and aligned with their broader compensation philosophy.

Governance, Tax, and Communication

Governance and policy consistency are critical to COLA success.

  • Clearly documented policies help ensure equitable application across employee populations, define approval authority, and establish guidelines for exceptions or appeals
  • Tax considerations also require careful planning, as COLA may be considered taxable income depending on jurisdiction and structure

Effective communication and employee education are essential: employees who understand how COLA is calculated, what it covers, and how long it applies are more likely to trust the process and feel supported.

Navigating Market Volatility

Market volatility, data lag, and administrative complexity present ongoing challenges for COLA programs. Rapid changes in housing costs or inflation can outpace published data, while managing multiple calculations and review cycles can strain internal resources. Leveraging expert partners and technology can help organizations stay responsive, accurate, and efficient. 

Working with a Relocation Management Company (RMC) like WHR Global, can help your mobility team streamline the complex employee relocation process while controlling costs
Contact the WHR Mobility Experts

A well‑designed COLA program, supported by WHR and our partner AIRINC, is grounded in accurate data, thoughtful consideration of influencing factors, clear duration and payment structures, robust benchmarking, strong governance, and transparent communication.

When these elements come together, COLA delivers meaningful value for both employees and organizations – employees feel supported and financially protected as they navigate the cost differences associated with relocation, while organizations gain the flexibility to deploy talent where it is needed most, confident that compensation differences across geographies are being managed in a transparent, equitable, and cost‑effective manner.

As cost pressures and mobility expectations continue to shift, contact WHR to discover how our mobility experts can help you evaluate your current COLA program or build a data‑driven strategy that enables smarter, more confident talent deployment worldwide.

How Much is the Average U.S. Domestic Relocation Package?

by | Jan 22, 2026 | News

On average, the cost of a domestic employee relocation package for a U.S. move can range from $10,000 to $100,000, depending on the employee’s homeowner status (homeowner vs. renter), family size, distance, and benefits offered. According to internal data from WHR Global’s relocation platform, the average cost for a U.S. domestic renter in 2024 & 2025 was $21,792.
The average cost for a homeowner during the same period was $63,685.

As the cost of living continues to rise across the U.S., so does the cost of relocating employees. When relocating an employee, providing a comprehensive, well-structured relocation package is critical to ensuring a smooth transition for both the employee and your organization. As a mobility professional, understanding the true cost components and how they fit into broader relocation policies is essential for effective program management.

A typical U.S. domestic relocation package for a one-way move includes several core services, each with its own associated costs. Household Goods Services – covering packing, transportation, and unpacking – often represent one of the largest expenses, averaging $5,000-$20,000.

The Average Cost of a US-Domestic Employee Relocation package
Review the Cost for Relocating your Next Employee and Utilize our FREE US Domestic Cost Estimator Tool

If Temporary Housing is needed while the employee searches for permanent residence, this can cost an additional $3,500–$10,000 per month, depending on the location and length of stay. Home Sale Assistance for homeowners can significantly impact the package cost, potentially adding 8% of the home value in closing costs ($32,400 for the median U.S. home value of $405,000) or more.

Other common services include travel costs for the employee and family during the move (typically $250–$2,500 depending on mileage reimbursement vs flying with a family), Destination Services such as area orientation and school search ($600–$3,500), and Settling-In Support covering incidentals like driver’s license updates, utility hookups, and minor furnishings. Additionally, Lump Sum Packages – a single payment intended to cover relocation costs – are sometimes used in lieu of managed benefits and can range widely from $1,500 (entry-level college grad) to $100,000 (Senior Executive).  According to our 2025 Global Mobility Benchmark, the average lump sum amount is $14,608.

Tax Implications

Tax implications are an essential consideration in structuring these benefits. Most employer-paid relocation expenses, including household goods moving and travel, are now treated as taxable income to the employee.

This requires companies to consider gross-up strategies, where they increase the relocation benefit to offset the tax burden, often adding 40%–50% to the total package cost. Check out our Tax Gross-Up 101 to learn more about gross-up strategies.

Relocation Policies

Relocation policies are typically divided into tiered structures based on employee level or role (e.g., new hires, mid-level, executives). Each tier outlines the benefits the employee can expect to receive, balancing business needs with budget considerations. These policies serve as the foundation for consistent, equitable treatment and help manage expectations. Incorporating defined benefits versus lump sum or managed cap models depends on company strategy and administrative bandwidth.

Navigating through relocation policies and what to include or not include can be tricky. Tiers are a common feature of relocation policies allowing people to receive the right benefits. For a practical example of how relocation benefits are structured, you can view a Sample Policy Grid.

Core Components of a U.S. Domestic Relocation Package 

Below are the estimated costs for the Core Components of a U.S. Domestic Relocation Package and may vary based on employee level, family size and location. These costs can be higher for more extensive programs, program complexity, and program scale.

Service
Household Goods Move
Temporary Housing
Home Sale Assistance
Travel Costs
Lump Sum Alternative
Tax Gross-Up (if applied)
Estimated Total Costs
Estimated Cost
$5,000 – $20,000
$3,500 – $10,000/month
$0 – $32,400
$250 – $2,500
$14,600
+40% – 50% of total cost
$15,000 – $70,000 ($42,500 avg.)
Notes
Includes packing, transportation, unpacking
Cost varies by city and duration
Includes marketing, buyout options, closing support
Includes airfare, mileage, meals, lodging
One-time payment in lieu of itemized benefits
Covers the employee’s tax liability from taxable relocation benefits
Overall costs vary based on services provided, family size, and location.
Review the Cost for Relocating your Next Employee - Use our FREE US Domestic Cost Estimator Tool

Why work with a Relocation Management Company (RMC)?

Partnering with a Relocation Management Company (RMC), like WHR Global, can help your mobility team streamline this complex process while controlling costs. RMCs offer centralized coordination, vetted supplier networks, real-time cost tracking, and compliance oversight, all of which contribute to a more efficient and consistent relocation experience. Additionally, their expertise in managing exceptions and providing strategic policy consultations ensures that organizations remain competitive while avoiding common pitfalls and hidden costs.

Working with a Relocation Management Company (RMC) like WHR Global, can help your mobility team streamline the complex employee relocation process while controlling costs

While relocation can be a costly and complex process, having a detailed understanding of the services and costs involved, tax considerations, and the role of policy structure is essential. Leveraging the expertise of a relocation management company will not only help optimize your spend but will also enhance employee satisfaction and mobility program success.

Relocation Management Companies (RMCs), like WHR Global, provide:

  • Cost Optimization: Leverage our vendor networks and negotiated rates
  • Process Efficiency: Single point of contact, integrated systems, and reporting tools
  • Policy Compliance: Help structure and maintain compliant, scalable mobility policies
  • Employee Experience: Relocation Counselors provide single point of contact, reduce stress

Interested in how your policies compare to what is offered by other organizations?

Global Mobility and Culture Benchmark comparison for Assignment Management program review
Download our Global Mobility and Culture Benchmark Study

Understanding Secondment

by | Jan 12, 2026 | News

Today’s global organizations are continually seeking flexible strategies to optimize talent deployment across borders, and one increasingly vital approach is Secondment.  Secondment is a structured, temporary transfer of an employee to another part of the organization, often in a different geographic location. As a key component of global mobility programs, secondment provides organizations with operational agility while also fostering employee development and cross‑cultural integration.

In essence, secondment refers to the temporary assignment of an employee from their home role to another position, either within the same company or a partner organization, typically for a defined period of time. While secondments can be domestic or international, they most often involve cross‑border movement in global mobility contexts. The employee, known as a “secondee,” remains on the home-country payroll while working in the host location under agreed-upon terms, with assignments ranging from a few months to several years depending on business needs and the scope of the role.

Secondment is a structured, temporary transfer of an employee to another part of the organization, often in a different geographic location

Common Uses of Secondment

Secondments are commonly used to meet a range of strategic business objectives. For example, a secondee may be deployed to support international expansion efforts, facilitate knowledge transfer between offices, lead new projects, or bridge leadership gaps in overseas operations. From a talent development perspective, secondments provide employees with enriching, career-advancing opportunities that broaden their professional skill sets and global outlook. Secondments sometimes serve as a probationary phase for potential long-term expatriate assignments or permanent transfers.

Secondments are also leveraged in joint ventures or inter-company collaborations, particularly where expertise from the parent company is temporarily required in a partner organization. This makes it an invaluable tool not only for project execution but also for fostering deeper inter-organizational relationships.

Secondment Benefits and Challenges

Employee Benefits for Pre-Decision Services

Secondment Benefits for Employees:

  • Expands their skillset 
  • Builds international networks
  • Increases their visibility within the organization
  • Exposure to new business environments that can accelerate their personal and professional growth
Secondment Challenges for Employees:
  • Risk of miscommunication or misalignment between the home and host entities regarding roles, responsibilities, and performance expectations
  • Employees in the host location may feel unclear guidance or lack of support, leading to disengagement
  • Organizations must plan for repatriation to effectively use the secondee’s new skills and experience, to ensure they are effectively leveraged
  • Without a clear career path post-assignment, employees may feel underutilized or even choose to leave the organization
Employer Benefits for Pre-Decision Services

Secondment Benefits for Employers:

  • Provides flexibility in staffing to help ensure key initiatives are supported by the right talent
  • Fosters a culture of international collaboration across the organization
  • Offers an attractive proposition for high-potential talent
  • More economical than full expatriate assignments, especially if the relocation duration is short or the compensation structure remains largely tied to the home country
  • Improved employee retention and engagement, as secondees often return with increased loyalty greater global awareness, and refined leadership skills
Secondment Challenges for Employers:
  • Immigration, tax, and labor regulations differ across countries and must be followed in both the home and host locations
  • Failure to comply can result in tax liabilities, visa complications, or legal issues
  • Compliance missteps may also harm the organization’s reputation

Why work with a Relocation Management Company (RMC)?

In an era where agility and global thinking define corporate success, secondment has become a critical lever for talent mobility. When managed effectively, it delivers significant benefits for both employers and employees. However, the complexity of international assignments demands a structured and strategic approach. A Relocation Management Company can turn the potential pitfalls of secondment into opportunities, ensuring that assignments are not only compliant and cost-effective but also enriching and impactful for all stakeholders involved.

Working with a Relocation Management Company (RMC) like WHR Global, can help your mobility team streamline the complex employee relocation process while controlling costs
Partnering with a Relocation Management Company (RMC), like WHR Global, plays a pivotal role. Acting as an extension of the client’s global mobility team, the RMC provides end-to-end support to ensure the success of a secondment assignment including:
  • Logistics Coordination
    • Manages housing, transportation, schooling, and settling‑in services
    • Ensures a smooth transition for the employee and their family
  • Compliance Support
    • Collaborates with tax providers, immigration firms, and legal experts
    • Helps employers navigate complex regulatory requirements and mitigate risk
  • Policy Development and Refinement
    • Assists in designing and refining secondment policies
    • Aligns programs with business goals, budgets, and employee expectations
    • Provides benchmarking data and best‑practice insights
  • Ongoing Case Management
    • Uses consultants and technology platforms to maintain regular communication
    • Supports cultural training, spousal assistance, emergency needs, and expense tracking
    • Enhances employee satisfaction and protects program ROI
  • Repatriation Support
    • Coordinates relocation back to the home country
    • Helps with reintegration to ensure knowledge retention and a smooth return

Interested in how your policies compare to what is offered by other organizations?

Global Mobility and Culture Benchmark comparison for Assignment Management program review
Download our Global Mobility and Culture Benchmark Study

Repayment Agreement Ban in California: Impact on Global Mobility

by | Dec 19, 2025 | News

California AB 692: Termination‑Tied Repayment Clauses Are Banned
(Effective Jan 1, 2026) 

California’s AB 692 makes it unlawful (starting with contracts signed on or after January 1, 2026) to include any term that is triggered by the end of employment and
(A) requires a worker to pay the employer, a training provider, or a debt collector for a debt;
(B) authorizes resuming or initiating collection or ending forbearance on a debt; or
(C) imposes any penalty, fee, or cost on the worker.

Agreements containing these termination‑triggered repayment or “quit fee” provisions are declared void as unlawful restraints of trade for post‑2026 contracts, and the law gives workers (or their representatives) a right to sue for actual damages or $5,000 per worker (whichever is greater), plus injunctive relief and reasonable attorneys’ fees and costs.

Sacramento State Capitol of California Building

Implications for relocation repayment agreements

Traditional relocation clawbacks, where an employee must repay relocation expenses if they leave within a set number of months, are likely prohibited by California AB 692 because they require payment of a debt upon termination or impose a fee or cost triggered by termination. The statute applies only to contracts entered into on or after January 1, 2026, so agreements signed before that date are not voided by AB 692, although other laws may still apply.

Are any repayment agreements still allowed?

Repayment arrangements are still permitted in California only within narrow categories under AB 692.

  • Government loan repayment or forgiveness programs are carved out.
  • Tuition for a transferable credential is allowed if the agreement is separate from employment, not required for the job, capped at the employer’s actual cost, prorated, does not use an accelerated payment schedule, and does not require repayment if the worker is terminated except for misconduct.
  • Approved apprenticeship programs remain permissible.

Discretionary or Unearned Payments, Including Financial Bonuses

Employers may provide a contract for the receipt of a discretionary or unearned monetary payment, including a financial bonus, at the outset of employment that is not tied to specific job performance, provided that all of the following conditions are met:

  • The agreement must be separate from the primary employment contract.
  • The worker must be informed of the right to consult an attorney and given at least five business days to do so.
  • Any repayment for early separation must be interest-free and prorated, with a retention period of no more than two years.
  • The worker may defer receipt until the end of the full retention period to avoid any repayment obligation.
  • Repayment may be required only if the employee resigns voluntarily or the employer terminates employment for misconduct.

In practical terms for relocation, offering a lump‑sum, discretionary sign‑on payment that meets these five conditions can preserve a compliant repayment mechanism, while reimbursing actual relocation expenses with repayment triggered by termination is likely prohibited after January 1, 2026.

Recommended next steps:

  1. Contracts signed before Jan 1, 2026: The AB 692 voiding provisions do not apply (the statute is forward‑looking), but you should still review with your company’s legal counsel for other risks.
  2. Stop using agreements that require paying the employer back for relocation expenses or impose any fees/costs tied to termination.
  3. Audit templates signed with California workers to confirm signature date (pre vs. post Jan 1, 2026) and structure.
Download our Sample Repayment Agreement

**Disclaimer:** The information in this blog post is provided for general informational purposes only and does not constitute legal or financial advice. Laws and regulations may change and can apply differently to your specific circumstances. You should not act or rely on any content here without seeking advice from qualified legal counsel and a licensed financial advisor.

Interested in how your policies compare to
what is offered by other organizations?

Download our Mobility & Culture Benchmark Study

Global Mobility and Culture Benchmark comparison for Assignment Management program review

WHR Top Blogs – A Year in Review

by | Dec 17, 2025 | News

Whether you’re seeking to optimize your relocation policies, understand the latest industry benchmarks, or support your employees through every step of their journey, our top-read blogs offer a comprehensive snapshot of what mattered most in global mobility throughout 2025.

This year, our readers engaged most with topics ranging from the intricacies of home sale programs and cost-of-living adjustments to best practices for domestic and international assignments.

Join us as we revisit the year’s most popular posts (and a few honorable mentions), each packed with actionable insights and strategies to help your organization thrive in an ever-evolving mobility landscape.

Read below our Most Popular Blogs of 2025 (in no particular order!)

WHR-Top-Blogs

What Is a BVO Home Sale Program?

This blog demystifies the Buyer Value Option (BVO) home sale program, a key offering for companies relocating employees. It explains how BVO programs work, their tax advantages, and why they’re often preferred over traditional home sale methods. The post uses real-world scenarios to illustrate how BVOs streamline the relocation process, reduce employer risk, and provide a smoother experience for transferring employees.

Read it again here: www.whrg.com/blog/what-is-a-bvo-home-sale-program/

BVO vs. Guaranteed Buyout: Which Is Better?

Building on the popularity of the BVO topic, this article compares BVO home sale programs with Guaranteed Buyout (GBO) programs. It breaks down the pros and cons of each, including cost implications, employee satisfaction, and administrative complexity. The blog helps HR and mobility professionals make informed decisions about which program best fits their organization’s needs.

Read it again here: www.whrg.com/blog/what-is-a-bvo-home-sale-program-how-does-it-compare-to-a-guaranteed-buyout-home-sale-program/

The Best Types of Expat Assignments for Mobility Programs

This post explores the different types of expatriate assignments: long-term, short-term, and extended business travel. It discusses the strategic benefits of each, such as talent development, global reach, and cost control. The blog also highlights best practices for supporting employees on assignment, from pre-departure planning to repatriation.

Read it again here: www.whrg.com/blog/the-best-types-of-expat-assignments-for-mobility-programs/ 

Best Practices for Domestic Employee Relocation Policies

This blog offers actionable advice for designing and updating domestic relocation policies. It covers topics such as policy tiers, lump sum vs. managed programs, and compliance considerations. The post is packed with tips to ensure policies are competitive, cost-effective, and supportive of both business goals and employee needs.

Read it again here: www.whrg.com/blog/best-practices-for-domestic-employee-relocation-policies/

Understanding the Cost of a Relocation Services RFP

A must-read for procurement and HR teams, this article explains how to evaluate and budget for relocation services. It details the components of a typical RFP, common pricing models, and hidden costs to watch for. The blog empowers organizations to negotiate better contracts and maximize the value of their relocation spend.

Read it again here: www.whrg.com/blog/understanding-the-cost-of-a-relocation-services-rfp/

The Benefits of Offering Employee Relocation Packages

This post highlights the strategic value of robust relocation packages in attracting and retaining top talent. It discusses the elements of a competitive package, such as home sale assistance, temporary housing, and spousal support, and shares success stories from organizations that have invested in employee mobility.

Read it again here: www.whrg.com/blog/the-benefits-of-offering-employee-relocation-packages/

What Is Cost of Living Adjustment (COLA)?

This educational blog explains the concept of Cost-of-Living Adjustment (COLA) and its importance in global mobility. It covers how COLA is calculated, when it should be applied, and how it helps ensure fair compensation for employees relocating to higher-cost locations. The post also addresses common misconceptions and provides guidance for implementing COLA policies.

Read it again here: www.whrg.com/blog/what-is-cost-of-living-adjustment-cola/

Honorable Mentions

2025 Global Mobility Benchmark Report

Global Mobility and Culture Benchmark comparison for Assignment Management program review 

A cornerstone resource, this annual report provides data-driven insights into global mobility trends, policy benchmarks, and emerging best practices. The edition covers topics like relocation benefits, cost management, and technology adoption. It’s widely referenced by HR leaders seeking to align their programs with industry standards and stay ahead of evolving mobility challenges. Download: https://www.whrg.com/global-mobility-and-culture-benchmark-study/

Global Mobility Glossary

Global Mobility Glossary 

This comprehensive glossary is a go-to reference for anyone navigating the complex world of global mobility. It defines key terms, acronyms, and concepts, making it easier for newcomers and seasoned professionals alike to understand industry jargon and communicate effectively. View again: www.whrg.com//global-mobility-glossary/

Summary

These posts and resources reflect the most pressing questions and interests of the global mobility community in 2025. From practical policy guidance to in-depth industry analysis, each post offers valuable insights to help organizations and employees succeed in a rapidly changing world.

We hope they have provided you with valuable insights and practical strategies to enhance your global mobility programs. If you have questions or want to discuss how these topics apply to your organization? Reach out to our team; we’re here to help you navigate every step of the relocation journey.

Thank you for being part of our community. Here’s to continued success and innovation in the year ahead!