For decades, the American Dream was rooted in opportunity at home. Today, a growing number of workers are redefining that dream and increasingly, it doesn’t include staying in the United States. A mix of economic pressure, shifting expectations, and global opportunity is pushing employees to consider life and work abroad in ways that would have been unthinkable just a few years ago.
New research from Preply’s Language and Global Career Mobility Report underscores just how widespread this shift has become. Preply, a foreign language learning platform, surveyed over 1,800 adults in the U.S., U.K. and Canada who had studied a language or were interested in learning one.
More than 80% of workers in the U.S. say they are more likely to consider relocating abroad than they were two years ago, with cost of living (56%) and quality of life (55%) cited as the top reasons. This isn’t just curiosity; it’s a reflection of mounting dissatisfaction with economic conditions at home and a growing belief that better opportunities may exist elsewhere.
That dissatisfaction is grounded in real economic strain. The Federal Reserve expects unemployment to hold around 4.4% amid slowing labor force growth, with job creation nearing zero—signaling a cooling job market that may limit upward mobility. At the same time, rising costs are eroding financial stability. Americans expect to delay retirement by four years as the cost-of-living climbs, while millions are struggling to cover basic expenses. More than 82 million Americans are cutting back on essentials like food and utilities just to afford healthcare.
These pressures are changing how workers think about their future. It’s no longer just about finding a better job; it’s about finding a better life. And for many, that means looking beyond U.S. borders. The share of Americans considering a move abroad has grown significantly, with younger generations leading the charge. What was once a niche decision is becoming mainstream, fueled by remote work and global job access.
The appeal is straightforward: lower costs, stronger social safety nets, and a higher perceived quality of life. From Europe to Latin America to Southeast Asia, countries are actively attracting American talent with favorable visa policies and incentives. At the same time, professionals are realizing that their skills and increasingly their jobs are portable.
The Preply research also shows that workers are actively preparing to leave. Language learning is no longer just a personal goal; it’s becoming a career strategy. Ninety-two percent of respondents say knowing the local language is critical to succeeding abroad, and 93% would take advantage of language training if their employer offered it. Employees aren’t just thinking about relocation, they’re building the skills to make it happen.
This shift should serve as a wake-up call for employers. Talent retention is no longer just about competing with other companies; it’s about competing with other countries.
Why Traditional Retention Strategies Are Falling Short
For years, companies have relied on compensation, benefits, and career advancement opportunities to retain employees. While those factors still matter, they are no longer enough in a world where workers can compare not just jobs, but entire lifestyles.
When employees feel financially strained despite stable employment, higher salaries alone may not solve the problem. If the cost of living continues to rise faster than wages, workers will naturally look for alternatives, including relocating to places where their income goes further.
At the same time, the definition of career success is evolving. Employees are placing greater emphasis on flexibility, well-being, and personal fulfillment. Remote work has made global mobility more feasible, and workers are no longer asking, “Where can I get the best job?” They’re asking, “Where can I build the best life?”
This creates a new kind of retention challenge. Even highly engaged employees may be tempted to leave; not because they are dissatisfied with their employer, but because they believe they can achieve a better quality of life elsewhere.
What Employers Can Do to Compete—and Win
To address this shift, organizations need to rethink retention. The solution isn’t to prevent employees from considering global opportunities, it’s to integrate those opportunities into the employee experience.
First, companies should embrace global career pathways. Instead of losing talent to international moves, organizations can offer internal mobility options that allow employees to work abroad while staying with the company. This retains top performers while strengthening global collaboration.
Second, investing in language learning and cross-cultural skills is becoming a strategic advantage. The Preply data shows overwhelming demand for these benefits. Language skills don’t just enable relocation, they enhance communication, leadership, and adaptability. Providing access to language training signals that a company is invested in long-term growth.
Third, employers need to rethink compensation in the context of geography. This requires a more holistic approach to financial well-being. Offering location flexibility or cost-of-living adjustments can help bridge the gap between expectations and reality.
Fourth, organizations should double down on flexibility. Remote and hybrid work models have expanded what’s possible, but leading companies are going further, enabling employees to work from different countries and design arrangements that align with their personal goals.
Finally, companies must recognize that retention is increasingly about experience, not just pay. Employees who feel supported in their growth and aligned with their organization’s mission are less likely to look elsewhere, even when global opportunities are available.
The Future of Retention Is Borderless
The rise of global career mobility represents a fundamental shift. Workers are no longer bound by geography, and organizations can no longer assume that talent will stay put.
For employers, this moment presents both a challenge and an opportunity. Those who cling to traditional models risk losing talent to a growing wave of global mobility. But those who adapt, by embracing flexibility, investing in skills, and rethinking careers, can turn this trend into a competitive advantage.
The question is no longer whether employees will consider leaving. Many already are. The real question is whether companies can give them a reason to stay.
