Employee-Initiated Relocations: Policy Design Considerations

In September 2020, Bristol identified Employee-Initiated Assignments as a new frontier in mobility. We predicted that evolving attitudes toward remote work, along with companies’ desire to attract and develop their key talent, would lead to innovative approaches and clearer support mechanisms for this expanding segment of the mobile workforce.

Now in 2025, the prediction is coming true. We see continued growth in interest and activity within our own client base, confirmed by several formal survey assessments of the “volunteer” or “hand-raiser” trend. For example, WERC® recently surveyed over 450 Human Resources executives to “further explore these new programs and how they fit into a broader mobility context.”

Employee-initiated assignments have been widely discussed in the international arena and also have applications in U.S. domestic and other intra-country contexts. While it may be somewhat surprising that most companies (about 75% based on our observations) offer little or no monetary support for self-initiated transfers, most do allow and encourage the practice, increasingly providing guidance and considering offering additional support.

Bristol recommends that companies review this potential demographic within their own organizations, recognize its significant value as a tool for talent acquisition, motivation, and retention, be deliberate about their decisions, including potential benefits, and formalize policies according to the framework and considerations outlined below.

What are Trends and Common Practices for Employee-Initiated Relocations?  

Companies continue to seek a competitive edge in their efforts to become an “employer of choice” in the war for top talent. Additionally, many are increasingly valuing employee well-being and satisfaction, as these lead to higher productivity and retention. Offering opportunities for flexible work arrangements in attractive locations can be a powerful incentive for those seeking work/life balance.

From the employee’s perspective, reasons for wanting a change of scenery vary; they may be aiming to move from expensive cities to more affordable suburbs or rural areas, or vice-versa. They might want to be closer to family, follow or join a partner, or simply indulge a personal desire to live in an exciting new place within an environment that increasingly supports work-from-anywhere (WFA). Professionally, they may see a new role in a new location as a chance to develop new skills, gain positive job experience, and enhance their careers, which it should be!

Making the Case: A well-developed, carefully considered employee-initiated relocation policy can positively demonstrate a company’s commitment to employee well-being, engagement, development, and retention. In turn, the company may gain significant productivity and cost-saving benefits from offering such opportunities to valued internal candidates. Importantly, retaining and developing current employees is often more cost-effective and yields a higher return on investment (ROI) than recruiting and training new hires.

Integrating Voluntary Relocations with Work-From-Anywhere/Remote Policies: It has never been more crucial for mobility leaders to serve as strategic partners and advisors to Talent Management, Talent Acquisition, and the broader organization. Employee-initiated relocations should be regarded as a core element of each company’s broader remote work policies and should be discussed within that framework as these policies continue to develop. This discussion should include:

• Clearly defining what virtual mobility and remote work mean for your specific business
• Identifying roles that could be suitable for work-from-anywhere and those that are not
• Assessing those who have previously held the position and potential candidate pool, along with their personal preferences for office versus remote work
• Assessing the circumstances under which relocation support may be provided and the types of support offered (lump sums, direct or defined benefits, reimbursements, etc.)

What Benefits Should Be Offered?

Companies will need to assess what (if any) support they may provide for employee-initiated moves. Although many companies do not offer expense reimbursements, some are approving "partial benefits,” such as home-office stipends or miscellaneous expense allowances to help employees set up workspaces with technology, equipment, Wi-Fi, etc. This will be another factor to consider as we think about the “future of relocation.”

Policy Considerations: Bristol collaborates with several clients that have documented policies for volunteer, accommodation, or “hand-raiser” assignments. Observations:

• A key question is whether to offer any benefits at all to voluntary transferees. Many decisions are made on a case-by-case basis depending on business needs (more below).
• Employer vs. Employee market: In 2025, it should be noted that the pendulum may swing back toward employers “holding the cards” compared to the years immediately after the pandemic, when talent was in high demand. In a market with more job seekers than available positions, a company might not feel as compelled to offer extra benefits to meet employee wishes.
• Furthermore, companies might become slightly stricter about employee accountability, productivity, responsiveness, and hours worked in exchange for that flexibility.
• Many or most companies do very little or nothing to support volunteers, but some do, especially when the volunteer's role is valuable and mutually beneficial. In those cases, we sometimes see small lump sums or budgets ranging from $2,500 to $5,000, and/or a modest offset of household goods moving costs, such as a self-move or U-Haul.
  • The 2023 WERC short-term international study reported a median company cost of $4,625, which serves as a useful benchmark to consider when assessing your own program investment.
• The availability of benefits is often based on a management review of the business need for the role, which is done on a case-by-case basis. If there is a mutual business need (such as the volunteer possessing skills that match an open role) and management approves, then the policy is activated.
• Benefits are less likely to be offered if there is no open role, but the business may still allow the individual to perform their current role at the requested location without providing any financial support.
• When provided, the benefits we most often see include:
  • Tax preparation assistance (for international clients; essential because it benefits the company to ensure compliance).
  • Immigration support (work permits, visas for international employees; again, in the company’s interest to ensure compliance).
  • Final move expenses (one-way airfare or mileage reimbursement).
  • Household goods move (e.g., a U-Haul for domestic moves; a small air shipment or excess baggage for international).
  • Miscellaneous Expense Allowance (usually in addition to some of the benefits mentioned above; flat amounts ranging from $1,500 to $5,000).
• Less often provided but may be considered, include:
  • A home-finding trip.
  • Destination services/orientation program: 1-2 days accompanied by a local service provider.
  • Temporary housing: 7-30 days lodging in a hotel or serviced apartment.

Talk to Bristol

We hope the above discussion helps frame the issues while sketching out some possible benefits for your consideration. Please contact your Bristol Client Engagement Director or our Consulting team if you would like to further discuss these issues or need assistance in establishing a policy.