Thirty percent of foreign workers who come to Luxembourg leave within their first year. Half are gone within five years.
I didn’t calculate these numbers myself. They come from a study by the Liser (Luxembourg Institute of Socio-Economic Research), reported recently by Delano. But I’ve seen these statistics play out in individual cases for over two decades, one relocation at a time.
What the Numbers Mean for Your Hiring Plan
Let’s do the math for your team. If you hire ten international employees this year, a one-year exit rate of 30% means three of them will be gone within twelve months. This happens regardless of how strong the offer looked on day one, how qualified they were, or how well the interview process went. By year five, based on these figures, half of the original ten will have moved on.
This isn’t a comment on any individual employee's commitment. It describes what typically happens to people brought into an unfamiliar country and a demanding professional environment simultaneously.
Where the Planning Usually Stops
Companies often plan relocation logistics with real rigor: work permits, flights, the first week of onboarding, and sometimes a welcome package. What’s planned far less often is month six. By then, the initial excitement of a new country has worn off. Accumulated friction (unresolved administrative issues, a partner who hasn’t found work or friends, a child struggling to adapt to a new school system) starts to weigh more than the appeal of the original opportunity.
That’s usually the moment a departure decision is made quietly, well before anyone in HR (Human Resources) hears about it.
What a Longer Plan Looks Like
I’m not arguing that relocation logistics don’t matter. Getting them wrong creates its own immediate exit risk. What I’m saying is that while they are necessary, they are not sufficient.
A settling-in plan that extends beyond the first week is needed. It should cover the practical steps a family faces in the following months: school enrollment progress, the partner’s path to work or occupation, and building a functioning social circle. This plan deserves the same seriousness as the visa file. In my experience, this is exactly the period when companies stop paying close attention, right when it decides whether the relocation was worth the investment.
A Different Way to Read These Figures
I encourage any HR team reading these numbers to treat them less as a fact about Luxembourg and more as a description of an unmanaged transition. The transition can be managed, but it rarely is past week one.
Support After the First Week
To support your international hires properly, set up a structured support system: regular check-ins, help with social integration, and assistance with practical matters. This can significantly improve retention rates and shows your employees that they are valued in their new environment.
Building a Community
A sense of community matters a lot to expats. Organize team activities and social events where international hires can meet their colleagues. This helps them make friends and build a support network, which makes the move easier.
What This Means for HR
International employees in Luxembourg face real challenges, and HR professionals need to understand them. With ongoing support and a settling-in plan that covers the first months, you help your employees settle well in their new environment. When international hires feel at home, they stay longer and perform better.
If you would like help building that plan, we are happy to talk.
Source: Liser, Luxtalent report