Rethinking the language of global mobility

By Heather Tracey, Regional Manager (EMEA and AMER) Global Skills at Crown World Mobility

February 6 2025 - When your global mobility team discusses international assignments, do they consider the emotional impact of the words they use? Take, for instance, how differently the word 'expat' lands in comparison to 'immigrant.' Both describe people relocating internationally yet carry differing emotional and cultural weight. They evoke stereotypes, signal privilege or hardship, and shape the mindset employees bring to their international roles.

The fact is, the language we use matters. It's therefore important for mobility teams to retain an awareness of the language used in their policies. Often, refining this language can help to attract better-suited candidates and drive stronger assignment outcomes as a result.

With international assignments (IAs) decreasing and permanent transfers (PTs) becoming more common, the changing language used to define these moves has a profound impact on how employees perceive their roles and relocation experiences.

Mindset matters: assignments vs transfers

Language not only describes our experiences, but frames them, too. For instance, international assignments are often seen as short-term opportunities to grow skills and experience new cultures. Employees frequently associate IAs with adventure, professional growth, and a defined end point, which can ease the decision to relocate in the first place.

For some, the inherent impermanence of an IA carries a certain attraction. Phil Smith, Practice Leader Compensation and Financial Services at Crown World Mobility, following a two-year assignment to Hong Kong, reflects, "the defined assignment end date made it easier to say 'yes' in the first place... It was more of a 'see you later' than a permanent goodbye." This clarity helped his family cope with the transition, though they still faced challenges such as career sacrifices.

In contrast, permanent transfers demand a deeper level of commitment. Jo Danehl, Global Intercultural & Language Training and Partner Support Practice Leader at Crown, who relocated permanently from the UK to the US, admits, "I even lied to my family that it was a PT. The family line was always 'If you don't like it, you can come home'. I sold everything in UK and came into it 120% committed. I immersed myself more in the US life and US culture because in my head, I knew this was it."

For PTs, success hinges on an immersive and adaptive mindset, whilst IAs might require more focus on deliverables and short-term cultural adjustment. Using language to reflect these distinctions can help match candidates to the move types that best suit them - and prepare them for the challenges ahead.

The role of language in setting expectations

Whether we are consciously aware of it or not, words influence mindset. The words we read and hear heavily impact how we respond and react. This is something the sales and marketing world has been aware of for many years, but it also manifests in other areas of business. For instance, you may notice fewer 'managerial roles' on LinkedIn and instead, more 'leadership positions'. Your manager may pull you in for a performance review to discuss 'opportunities for growth' rather than 'areas for improvement'. These words create a different mindset and often, a different outcome.

The same principle applies to global mobility. Language shapes expectations, engagement, and outcomes by creating a narrative that employees buy into - before the move even begins. With this in mind, how should mobility teams be framing a 'permanent transfer', for instance? Whether described as an 'immersion opportunity' or an 'embedded expertise move', the framing of the assignment holds significant weight. Embedding certain phrasing in the language of interviews, job descriptions, offer letters and policy outlines holds the power to attract a better fit candidate. But how can mobility teams use language in the right way to ensure the success of international moves?

Practical steps for mobility teams and HR leaders

Teams should begin with a policy and communication audit, reviewing how different types of international move are described. For instance, are the terms clear and aligned with wider business objectives, and does the language resonate with the mindset required for success on assignment?

HR and mobility teams should also set expectations early, using specific language during recruitment and onboarding to align candidates' perceptions with the reality of the move. Similarly, they should pay attention to the words candidates use to talk about their motivations. Does their language reflect the mindset suited to the move type? If not, they should consider how to guide their perspective before they commit.

The power of intentional language

The words we choose hold immense power in shaping mindsets, especially in global mobility. It's crucial that HR and mobility teams examine mindset differences between move types and use that knowledge to make strategic linguistic shifts. In doing so, they shape expectations, levels of engagement, satisfaction, and ultimately, the success of the entire assignment.

Language's capabilities extend far beyond a mere tool for communication. Use it wisely, and with intention, and you'll empower employees to succeed, no matter where in the world they land.

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