What Helps Internationals Stay?

Many organisations invest significant time and resources into attracting international talent. The relocation is arranged, contracts are signed, and the first weeks often go smoothly. Yet after one or two years, some international professionals leave again, sometimes quietly, sometimes unexpectedly. While language barriers, housing, or administrative challenges are often mentioned, there is another factor that plays a major role and is less frequently addressed: career clarity and fulfilment.

The overlooked reason internationals disengage

From my work with international professionals in the Netherlands, one pattern appears again and again.
Many people do not leave because they lack skills, motivation, or ambition. They leave because they slowly lose their sense of direction.

After relocation, international professionals often experience:

• uncertainty about how their role fits into the Dutch work culture
• difficulty translating previous experience into future growth
• limited visibility of career paths within the organisation
• a growing gap between expectations and reality

Over time, this can affect confidence, engagement, and motivation, even among highly capable employees.

When competence meets confusion

International professionals often arrive with strong credentials and experience. However, the Dutch work environment can feel unfamiliar in subtle ways:

• flat hierarchies
• direct communication
• unspoken expectations around initiative and autonomy

Without guidance, people may begin to question themselves. They may perform well, but still feel unsure about whether they truly belong or where they are heading.

What helps internationals stay

Retention improves significantly when organisations address not only performance, but also direction and clarity.

Here are a few practices that make a real difference:

1. Make career conversations explicit
Do not assume international employees will automatically understand how growth works in your organisation. Regular conversations about development, expectations, and future possibilities help people feel anchored and seen.

2. Recognise transferable skills
Many internationals bring valuable skills that go beyond their job description, such as adaptability, cross-cultural communication, resilience, and problem-solving. When these skills are recognised and used, engagement increases.

3. Offer clarity, not just feedback
Feedback is important, but clarity about “what good looks like here” is equally essential. Clear expectations reduce self-doubt and help people navigate cultural differences more confidently.

4. Support identity and belonging
Work is a major part of identity, especially after relocation. When professionals feel they can be themselves at work, without constantly adjusting or proving their worth, they are far more likely to stay.

5. Include partners and families in the bigger picture
Career satisfaction does not exist in isolation. When partners struggle to find direction or purpose, it impacts the whole family. Organisations that acknowledge this reality often see stronger long-term retention.

A practical checklist for employers

Small, intentional actions can make a big difference. Consider asking yourself:

• Do we clearly explain how career progression works in our organisation?
• Do we actively discuss development goals with international employees?
• Do we recognise and use transferable skills beyond the formal job description?
• Do managers understand the cultural transition internationals are navigating?
• Do we create space for open conversations about uncertainty or career direction?
• Do we consider the wider family context when supporting international hires?

When the answer to most of these is “yes”, internationals are far more likely to feel engaged, confident, and committed.

Retention is not just a contract issue

International professionals do not usually leave suddenly. They leave after a period of internal questioning, loss of confidence, and uncertainty about what comes next. When organisations invest in clarity, communication, and meaningful career conversations, something shifts. People feel grounded. They see a future. They choose to stay. In a competitive labour market, retaining international talent is not only about benefits or salary. It is about helping people understand where they fit, how they can grow, and why their contribution matters. When that happens, retention becomes a natural outcome rather than a constant challenge.