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 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 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.

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.

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

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 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

• 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

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.

• 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

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.

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.

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.

**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.

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/

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/

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/ 

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/

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/

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/

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/

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/

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!

Work with your Relocation Management Company (RMC) to create and distribute “How To” guides to your talent acquisition and global mobility teams. These guides should include mission-critical things they should know for your company’s core locations.   The Guide should include essential items such as an overview of policies and relocation benefits, legal and compliance requirements (like work visas and tax implications), cultural considerations, cost management strategies, logistics checklists, and effective communication protocols between teams. Additionally, it should outline employee support services, performance metrics, diversity initiatives (if applicable), insights into the global talent market, emergency protocols, and include success stories to inspire collaboration and streamline the relocation and hiring processes across multiple locations.

For example:
Your company regularly hires executives to work in your Netherlands Global Center of Excellence. Are your teams applying for the Netherlands’ 30% ruling? Is your talent acquisition team responsible for ensuring each applicant meets the 30% ruling’s requirements before presenting the job offer? For example, your talent acquisition representative must ensure the candidate has specific expertise, is recruited greater than 150 km from the Netherlands border, and more.

Due to the highly specialized nature of your business, you are recruiting internal and external candidates for a position in the U.S. Is your talent acquisition team familiar with U.S. visa types, such as the L-1 visa for intracompany transfers, or the H-1B visa for specialty occupations? Your talent acquisition teams should know the basic requirements for each visa type before attempting to source foreign talent.

Your RMC should proactively provide guidance on the level of relocation support needed by country for your core locations. For example, this 2023 Destination Services Benchmark Report indicates the minimum, average, and recommended level of destination support by country, family size, and employee level. The report also indicates if leases should be personal or corporate, how long it takes to receive a security deposit return, and which components are most challenging.

Your global mobility team and RMC may also choose to implement pre-decision calls. In relocation management, pre-decision calls ensure that the candidate understands the relocation package they’ll be receiving. It is also an opportunity to discuss the potential challenges both personal and financial that the employee may not have considered.

A pre-decision program might also include a candidate assessment, home valuation, mortgage pre-qualification, and a look-see trip to help the employee make an informed decision and reduce the risk of a failed relocation. Insights from pre-decision calls can help recruiters present a more realistic picture of the role and location, ensuring that candidates are well-informed before making a commitment.

Additionally, it’s also an opportunity for your RMC to promote your company, your benefits package, and alleviate any concerns the employee or family may have.

Pre-decision calls also prevent discrepancies or misunderstandings once the employee accepts the offer and begins the relocation process. For example, after the pre-decision call the employee knows exactly which package they will receive, how much each relocation allowance will be, and more. Oftentimes there is a disconnect between the relocation package quoted by a talent acquisition or HR business partner compared to the relocation package actually implemented by the RMC. This may boil down to human error or someone operating on an old/outdated policy. These discrepancies can be minimized when the RMC is both explaining the relocation package pre-decision and implementing the relocation package post acceptance.

When candidates feel supported from the beginning, they are more likely to have a positive relocation experience, leading to higher retention rates. A collaborative approach between talent acquisition and global mobility helps foster this support.

Leveraging technology and data is essential for aligning global mobility with talent acquisition.

Integrated systems can provide real-time insights into the availability of talent, relocation costs, and employee preferences. This data-driven approach enables better decision-making and enhances the efficiency of both mobility and recruitment processes. Tools such as applicant tracking systems (ATS) and mobility management software can streamline operations and improve communication between teams.

For example, in ADP your organization can build and manage a talent pool of applicants who are willing to relocate for open positions. However, your organization shouldn’t overlook existing employees who are willing to relocate for an intracompany transfer. Existing employees should already understand your products, services, and expectations, thereby reducing hiring and training costs.

According to benchmarking by SHRM, the average cost to hire an executive is $28,329 USD. However many employers estimate the total cost to hire a new employee can be three to four times the position’s salary. This is a combination of hard costs, such as recruiters, and soft costs such as the time it takes for department leaders and managers to support the hiring and training process.

One way to tap into your existing talent pool is to speak with your IT department about adding custom fields, objects, and reporting to your HRIS system. This would enable existing employees the ability to indicate in their HR profile if they’re willing to relocate for a new position. Within custom reporting, you can add filters to narrow your talent pool to high-performing employees who are willing to relocate, combined with past performance reviews already loaded in the HRIS.

Creating a continuous feedback loop between Global Mobility and Talent Acquisition is essential for refining processes and enhancing the employee/candidate experience. To gather valuable insights, conduct post-relocation surveys that not only includes questions about overall satisfaction, and support from the Global Mobility team, but also asks about the recruitment process and how well mobility expectations were communicated. Analyze this feedback to identify common issues, such as insufficient pre-relocation information and possible gaps in communication/support.

Based on the findings, refine relocation policies, improve training programs, and enhance technology accessibility for relocation resources. Regularly convene both teams to discuss insights and develop initiatives that enhance the employee experience, such as webinars or Q&A sessions. Implement ongoing support through check-ins at various intervals post-relocation to address any concerns. By sharing improvements made from employee feedback, organizations foster a culture of continuous improvement, demonstrating that they value employee input, ultimately leading to enhanced employee satisfaction and retention.

Organizations can foster collaboration and enhance the effectiveness of these teams:

• by distributing relocation guides
• reviewing talent acquisition metrics
• implementing pre-acceptance checkpoints
• conducting pre-decision calls
• optimizing HRIS systems
• conducting regular training sessions

Achieving alignment leads to the swift and compliant hiring of specialized employees, reduces risks, improves time-to-fill metrics, and ultimately enhances overall candidate satisfaction and immigration compliance. Continued efforts and investment in aligning these teams will contribute to a more streamlined and successful talent acquisition process.

These five tools allow you to answer a few short questions about your company’s global mobility program and will send you a custom report based on your answers

RFP – Relocation Request for Proposal Generator

For HR and global mobility professionals, year-end is a pivotal time to ensure accurate reporting of taxable relocation benefits. A well-prepared process not only supports compliance and minimizes costly errors, but also delivers a transparent, stress-free experience for both your organization and relocating employees. This guide walks you through each step, offering practical strategies and best practices to help you coordinate with your relocation management company (RMC), payroll, and tax providers, communicate effectively, and meet all compliance requirements.

For HR and global mobility professionals, year-end is a pivotal time to ensure accurate reporting of taxable relocation benefits. A well-prepared process not only supports compliance and minimizes costly errors, but also delivers a transparent, stress-free experience for both your organization and relocating employees. This guide walks you through each step, offering practical strategies and best practices to help you coordinate with your relocation management company (RMC), payroll, and tax providers, communicate effectively, and meet all compliance requirements.

For HR and global mobility professionals, year-end is a pivotal time to ensure accurate reporting of taxable relocation benefits. A well-prepared process not only supports compliance and minimizes costly errors, but also delivers a transparent, stress-free experience for both your organization and relocating employees. This guide walks you through each step, offering practical strategies and best practices to help you coordinate with your relocation management company (RMC), payroll, and tax providers, communicate effectively, and meet all compliance requirements.

1) Kick Off Year-End Planning (Mid-October)

The journey to a successful year-end begins early. By mid-October, HR teams should initiate discussions with payroll and tax providers. This is the time to review any changes in reporting requirements, confirm year-end cutoffs, and identify special circumstances that may require corrections (such as W-2C forms). Early engagement sets the tone for a proactive, error-free process and ensures all stakeholders are aligned.

2) Coordinate Data & Reporting Cycles (January-October)

Consistency is key throughout the year. Maintaining regular reporting cycles, monthly, quarterly, or as determined by your organization, ensures that expense data remains current and discrepancies are caught early. Leveraging your client portal to keep relocation expense records up to date and monitoring for issues helps prevent last-minute surprises and supports a smooth year-end close.

3) Submit Final Payroll Files & True-Up (November)

November marks the critical phase of submitting final payroll files and completing true-ups. Double-check all relocation-related compensation entries and address any last-minute changes or corrections. This step is essential for ensuring that all data is accurate before finalization, reducing the risk of costly amendments later.

4) Finalize Year-End Data (December)

As the year draws to a close, HR teams must confirm that all year-end data is both accurate and complete. Reviewing final reports and coordinating with external tax providers (if applicable) ensures that nothing is overlooked. This diligence is crucial for compliance and for providing employees with reliable information.

5) Distribute Employee Reports (By January 31)

Timely communication is the final step. By January 31, relocation tax reports should be distributed to employees, accompanied by FAQs and clear explanations. Ensuring employees understand their reports and have access to support for questions fosters trust and reduces confusion. Providing clear instructions for any required actions empowers employees to respond confidently.

Summary

By following this step-by-step guide, you’ll deliver a smooth, compliant, and transparent year-end experience for your organization and your employees. Early planning, consistent data management, and clear communication are the keys to success.

Let this playbook be your companion as you navigate the year-end process with confidence.

These five tools allow you to answer a few short questions about your company’s global mobility program and will send you a custom report based on your answers

RFP – Relocation Request for Proposal Generator