Written by Karlijn Jacobs, Founder of Expat Valley
Historically, the employer-employee relationship was a long-term commitment, often beginning after graduation and enduring until retirement. This stability fostered a natural work-life balance, with colleagues knowing each other's children’s names and family dynamics being part of workplace conversations. Over time, however, that traditional relationship began to shift. Dual-career couples, increasing globalization, and rapid technological advancements placed growing pressure on employees to balance their professional demands with their family lives. Then came the pandemic - a catalyst for rethinking work entirely. As remote work became the norm, many discovered newfound flexibility: saving time on commutes, integrating household tasks between meetings, and being more present for their families. Newer generations entering the workforce - those born into a world of connectivity - are now reshaping expectations further. They seek careers that align with their values, ambitions, and the ability to thrive both personally and professionally. By 2030, many of these individuals will be starting families, and their expectations will shape the context of global mobility strategies. Organizations that respond to these shifts stand to gain a competitive edge in attracting and retaining talent.
In this commentary, we explore how family-focused global mobility programs can provide that edge by analyzing three possible scenarios for 2030. Each reveals unique challenges and opportunities for HR and Global Mobility professionals.
Scenario A: The Remote-First World
In this scenario, the proliferation of remote work allows employees to work from anywhere, without the need for physical relocation. While this flexibility benefits employees by eliminating many relocation-related disruptions, it poses a challenge for organizations looking to cultivate connection, loyalty, and cohesion across geographically dispersed teams.
From a family perspective, this approach has its merits: children remain in familiar educational environments, and families maintain their established support networks. However, it also introduces limitations, particularly in how it may impact children's long-term opportunities for cultural and academic growth. Employees may feel isolated from company culture, and the ambition to provide better opportunities for future generations through access to global education and cultural exposure may go unrealized. For example, parents who value international experiences for their children might feel torn between the stability of remote work and the aspirational benefits of relocation.
Organizations can bridge these gaps by identifying what families value most - be it virtual mentoring programs to connect employees across regions or temporary mobility opportunities that allow families to experience life abroad without the permanence of a full relocation. By understanding and responding to these nuanced preferences, organizations can foster engagement while supporting the personal goals of employees and their families.
Scenario B: Sustainable Careers for a Sustainable Workforce
In this vision of 2030, employees increasingly expect their employers to support them in managing the mental load associated with working across borders and balancing family life. Relocation becomes more selective, with organizations tailoring packages to attract diverse talent while addressing these evolving expectations. For families, this shift presents both opportunities and challenges.
Diverse family units - from single parents to multi-generational households - will require relocation packages tailored to their specific needs. Sustainable policies must also account for the long-term satisfaction and success of employees’ families, including spousal career continuity and children’s educational needs. Organizations should explore opportunities for family members to grow alongside the employee, such as career support for spouses or specialized training for children transitioning between school systems.
Supporting mental health across generations is essential in this context. Employees balancing cross-border work with family responsibilities often experience unique stressors that require holistic, family-inclusive mental health programs. Holistic initiatives that address stress, relocation challenges, and cross-cultural adaptation for employees and their families can significantly enhance assignment success. Policies must also adapt to different life phases. Tailored relocation packages for young children, teenagers, or families with aging parents are key to maintaining satisfaction and engagement. Furthermore, aligning family well-being with DE&I goals helps organizations recognize and accommodate the diverse needs of international families, creating a more inclusive workforce.
Scenario C: Gig Economy Dominance
By 2030, the gig economy could dominate the workforce landscape, with a significant portion of employees engaged in short-term, project-based work rather than traditional full-time roles. For families, this means navigating a lifestyle of frequent transitions, split-family scenarios, and home-base stability paired with transient job commitments.
Split-family arrangements - where one parent takes on temporary assignments while the rest of the family remains in a home base - are likely to grow. While this setup minimizes disruptions for children, it can strain family relationships and complicate the employee’s focus. Employers must therefore rethink support structures to ensure these families thrive despite the unique challenges of gig-based work.
Providing access to professional coaching for families during transitions or subsidizing regular travel for family reunions could help maintain emotional and relational stability. By proactively addressing these challenges, organizations can position themselves as leaders in family-focused gig economy strategies.
Discussion
The three scenarios paint a diverse picture of the future workforce and its impact on families. While each scenario presents unique challenges, they share a common theme: the importance of recognizing and prioritizing the family unit within global mobility strategies. Organizations that embrace this vision will not only attract top talent but also foster loyalty, engagement, and long-term success.
However, this is no small feat. It requires organizations to rethink traditional mobility frameworks, break down silos between HR functions, and partner with experts to develop innovative solutions. As we look toward 2030, the question is not whether family-friendly global mobility programs will be necessary but how forward-thinking organizations can take the lead in making them the norm.
What steps can your organization take today to ensure that it’s prepared for the family-focused future of work?
RES Forum research
This piece was written for the RES Forum research paper Vision 2030 – the future of talent mobility. Released in January 2025, the paper looks ahead to the world of international and cross-border work in 2030. As well as a comprehensive industry-led piece of research, the paper also explores three potential visions of life and work in half a decade’s time. These scenarios were created following numerous conversations and represent a view of global work in 2030. In response to these visions, we gathered a selection of perspectives from across the RES Forum community. This is one of a selection of pieces to be released alongside the research paper.
About Karlijn Jacobs and Expat Valley
Karlijn Jacobs is the Ombudsperson for International Children. Her goal is for international children and their families to experience equal support and understanding as they would have received if they had not moved across borders. She is the Founder of Expat Valley, a social enterprise that supports internationally mobile families, and everyone that benefits from their wellbeing. With Expat Valley, Karlijn raises awareness amongst multinational organizations that employ a global workforce about their employees' Family Relocation Experience. For those organizations looking to improve employee wellbeing, she offers education and hands-on tools and solutions.
