Which 5-to-9 story is your destination sharing?

This article originally appeared in a special issue by The Place Brand Observer titled, "Leaders in Talent Attraction, Europe & North America." You can get a full copy of the report here: https://placebrandobserver.com/talent-attraction-special/

Places around the world have become remarkably good at attracting talent. Helping people build a life that makes them want to stay in another matter.

For years, talent attraction strategies have focused on convincing people to relocate by promoting meaningful careers and everything waiting on the other side of that post-five-o’clock freedom. But does any of that matter if life after work is spent in isolation, frustration with cultural norms or a longing for the familiarity of home?

In other words, such promotion focuses primarily on the decision to move, whereas too little emphasis and forethought have been dedicated to support a worker’s decision to remain. And the lack of attention on the latter is having detrimental impacts on the perceived value of international talent – by the companies hiring them, the communities housing them, and the professionals themselves – at a time when it is needed most.

Our latest What Talent Wants research reflects this. Nearly three-quarters of professionals who relocated across borders within the past three years say they are already considering another international move. Housing, fitting in and language all rank among the biggest challenges. Together, they point to the same issue: connection to community. It is no wonder that most mature place-based international talent initiatives have begun shifting focus to retention.

It’s worth asking as destination leaders, are we leading with the right messages in pursuit of a short-term goal (attracting talent) at the detriment of the long-term pursuit (qualified labour filling gaps in local skills)? In effect, it’s like plugging one leak temporarily only to see another spring open.

As talent initiatives proliferate worldwide, there’s a chance for newcomer locations to skip ahead in this talent maturity cycle. Rather than starting with attraction only and discovering the importance of retention later, they can design for successful integration from the beginning.

There are already efforts out there to create deliberate opportunities for people to build relationships and feel part of the community. Brno introduces newcomers to city leadership, Estonia helps trailing partners reconnect with employment, and Eindhoven creates opportunities for internationals and locals to build genuine relationships.

The common thread is intent. They begin by examining the entire relocation journey, speaking with the people who have experienced it and identifying where connection is failing.

To oversimplify greatly, there are two parts of the relocation experience. The first is the 9-to-5: the career that makes relocation possible. Our research shows 86% of people moved only after securing employment, making this the natural focus of most talent initiatives.

But then there’s the 5-to-9. This is where most destination marketing makes big promises, but also where reality is often much different. It is where newcomers try to build friendships, navigate unfamiliar systems and feel they belong. The quality of that experience often determines whether an international move becomes permanent or temporary. And it is where more attention should be spent when designing talent initiatives, not just promoting them.

There are some principles to consider when thinking about talent promotion from a destination perspective. First, local employers are often the first touchpoint for international talent, yet many remain underprepared for the cultural and emotional realities of relocation. Place brand organisations can provide better onboarding support and resources that make the workplace a foundation for successful integration.

Second, locations can set realistic expectations around language learning. Fluency remains one of the strongest pathways to deeper social and professional integration, and it is best to be honest about what that requires. We currently see regions avoiding this rather than embracing it.

Third, explaining local customs and unwritten cultural norms helps newcomers feel part of the community sooner. Destinations can improve education of their own quirks in marketing and soft landing resources to help newcomers feel part of the community, instead of leaving them to work it out through trial and error.

Finally, places should acknowledge what every cross-border relocation involves: gaining something new also means giving something up. We call this the “Great Exchange.” Depending on the location of origin, many starry-eyed dreamers are surprised to learn just how different the rest of the world is, sapping energy from the move they just made. Setting expectations rather than pushing unfiltered bliss builds trust and resilience far more effectively.

Most locations can talk about career opportunities and quality of life. The harder work is making that quality of life accessible once someone arrives. International talent attraction stretches well beyond the 9-to-5 story; it is about building the right environment for the realities of the 5-to-9 experience.