Decoding the Mental Health Dynamics in Global Mobility: A Non-Linear Approach
Karina Lagarrigue
Mentor | Consultant | Psychologist | Sexologist | Adult TCK I help expats, cross-cultural, and frequently traveling couples and families thrive. Ph.D. Candidate in Sensory Processing Sensitivity and Expat Motherhood.
The Impact of Global Mobility on Mental Health
Research consistently shows that global mobility—when employees move internationally for work—can lead to significant mental health challenges. Studies indicate that employees who relocate abroad often experience: stress, anxiety, confusion, isolation, and identity strain (among others).
A study by Brookfield Global Relocation Services found that 47% of expatriates report moderate to high levels of stress during relocation, and 52% of organizations see mental health issues as a significant challenge for their global workforce. This impact is compounded in multicultural teams where employees must navigate complex social dynamics, language barriers, and differing communication styles.
Traditional Organizational Models and Their Limitations
Traditional company models or blueprints provide a structured approach to managing employees, including training, policies, and hierarchies. While the rigidity, designed to keep the company aligned with its goals and values across diverse environments helps maintain efficiency and consistency, often falls short when it comes to addressing the personal and emotional complexities faced by globally mobile employees.
Standardized intercultural training programs, for instance, focus on surface-level cultural differences, failing to address deeper, more personal issues such as individual emotional well-being, communication struggles, and mental health challenges and risks.
A 2020 study by the Society for Human Resource Management (SHRM) found that only 32% of companies provide adequate psychological support to expatriates. This gap shows that company plans don’t match up with the real, personal challenges employees face when moving to a new country, affecting both their adjustment and performance. To bridge this gap, it's essential to implement personalized support strategies.
Understanding the Role of Generalized Additive Models (GAM) in Global Mobility
Generalized Additive Models (GAM) offer a way to understand complex, non-linear interactions between variables. Applied to global mobility, this means recognizing that employees’ performance, stress, and mental health do not follow a simple, predictable path in multicultural settings. Instead, their experiences are shaped by a range of interacting factors.
From my experience working with cross-cultural couples, I've seen firsthand how language can create more conflict than individuals might initially recognize. Multilingual individuals may not fully appreciate the cognitive effort required to shift between languages and cultural codes. This effort can subtly but significantly impact emotional well-being and overall performance. Even if we consciously choose to manage these challenges, the mental strain is real and affects our daily functioning.
A 2017 study published in the Journal of Organizational Behavior showed that language barriers and communication difficulties were significant predictors of increased stress and reduced performance among expatriates, but the relationship was non-linear, with sudden spikes in stress when certain communication challenges were faced.
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From my experience, certain life stages can trigger these stress spikes—such as parenting, reverse culture shock when repatriating, empty nest syndrome when children go to university, or the grief of losing a loved one or a pet. These personal experiences can create sudden and intense stress, affecting both their well-being and performance.
CONCLUSION: To Address Global Mobility Complexities We Need An Integrated Approach
Companies must move beyond rigid models and instead adopt a more flexible, human-centered approach that mirrors the adaptability of a GAM.
A 2019 report by Deloitte emphasized the importance of personalized support systems for expatriates, recognizing that employees experience global mobility in highly individualized ways. The most successful organizations combine a structured blueprint (for consistency and alignment) with flexible, adaptive strategies that respond to the unique mental health and performance needs of each employee.
A 2021 study from the Global Mobility Trends Report found that expatriates who received mental health support during their assignment were 35% more likely to succeed in their roles.
In a rapidly globalizing world, companies can no longer rely on traditional models or simple intercultural training programs to manage the complexities of global mobility. Instead, they need to adopt a more flexible strategy that blends structured plans with a deeper understanding of the complex interconnection among multiple factors.
By acknowledging these interconnections, companies can create supportive environments where employees can thrive, no matter where they are in the world.
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Karina Lagarrigue
Writer | Psychologist | Speaker
1 个月Thank you Karina Lagarrigue for an insightful and productive conversation. I totally agree that a non-linear approach for globally mobile employees are needed. My own research on culture and self shows that many people, particularly non-Westerners present with non-linear self-narratives and that culture shapes and reshapes the self. It's so important that organizations and mental health professionals support their employees with an integrated approach to address the complex issues in our modern age of multiple roles (selves) within the multiple cultures (contexts) we're all embedded in. Your article is very helpful!