55 Foreign Worker Retention Statistics Every Employer Should Know in 2026

‍Data-driven insights from the ILO, Statistics Canada, Gallup, and leading workforce research organizations

Key Takeaways

• 167.7 million international migrant workers now comprise the global labor force. Foreign talent represents a critical workforce segment, and companies that invest in business immigration support gain a competitive edge in attracting and retaining this essential talent pool
• U.S. companies spent nearly $900 billion replacing employees who quit in 2023. The staggering cost of turnover makes retention strategies essential, particularly for high-skilled foreign workers who require significant visa processing investment
• 68% of departing employees cite engagement, culture, or work-life balance, not pay. Money alone won't retain your international workforce; comprehensive support including immigration assistance drives loyalty
• Industry retention drops from 68% to 43% within five years after permanent residency. Long-term retention requires ongoing investment beyond initial visa sponsorship, including clear career pathways and continuous immigration support
• High-skilled immigrants are twice as likely to leave than low-skilled immigrants. The talent you invest the most in recruiting faces the highest flight risk without proper retention infrastructure
• 94% of employees would stay longer if companies invested in their career growth. Pairing career development with streamlined immigration services creates a powerful retention formula for foreign workers

Global Foreign Worker Market Size & Workforce Composition

1. 167.7 million international migrant workers participated in the global labor force in 2022. This massive workforce represents the largest pool of mobile talent in history, according to the ILO Global Estimates. Companies competing for this talent must offer compelling employment packages that include robust immigration support.

2. International migrant workers represent 4.7% of the global labor force. While this percentage may seem modest, the ILO reports that these workers are concentrated in high-value sectors where their impact on productivity and innovation is disproportionately large.

3. 155.6 million international migrant workers were employed globally in 2022. The employed migrant workforce demonstrates strong labor force participation, making retention a priority for employers who have successfully recruited from this pool.

4. 68.4% of international migrant workers are concentrated in high-income countries. The concentration in developed economies means U.S. employers face intense global competition for foreign talent, making seamless immigration experiences a key differentiator.

5. 74.9% of international migrant workers are prime-age adults (25-54). This prime working-age concentration means employers are recruiting workers at peak productivity, workers worth retaining through comprehensive immigration and career support.

6. International migrant workers have a 65.8% labor force participation rate compared to 60.1% for non-migrants. The higher participation rate among migrant workers demonstrates their commitment and motivation, qualities that make them valuable long-term employees when properly supported.

7. 68.4% of employed international migrants work in the services sector. This services sector concentration includes technology, finance, and professional services, exactly the industries where H-1B, O-1A, and L-1A visa holders are most prevalent.

The True Cost of Employee Turnover

8. U.S. companies spent nearly $900 billion to replace employees who quit in 2023. This staggering figure from the Work Institute Retention Report represents the combined cost of recruiting, onboarding, training, and lost productivity. For foreign workers requiring visa sponsorship, these costs multiply significantly.

9. Global turnover rate has risen to approximately 20% in 2024, up from 18% in 2023. The accelerating turnover trend signals that retention challenges are intensifying across all worker populations. Companies without proactive retention strategies face mounting replacement costs.

10. 27% of U.S. workers quit their jobs in 2023, representing 45 million voluntary departures. This massive voluntary turnover demonstrates that employees are increasingly willing to leave for better opportunities. Foreign workers are no exception when they feel unsupported.

11. The quit rate has increased 37% since 2014. This decade-long upward trend shows retention is becoming progressively more challenging. Employers must evolve their retention strategies to match changing workforce expectations.

12. Average employee tenure has decreased from 4.5 years in 2022 to 4.2 years in 2024. The declining tenure trend means employers have less time to recoup their investment in foreign worker visa sponsorship before facing potential turnover.

13. 84.9% of employers experienced employee turnover in 2024. Nearly universal turnover exposure confirms that no employer is immune to retention challenges. Proactive measures, including comprehensive immigration support, are essential.

14. 67.3% of employers said "all" or "most" of their turnover was due to voluntary quits. When two-thirds of departures are employee-initiated, the focus must shift from reactive replacement to proactive retention strategies.

Why Employees Leave: The Real Reasons Behind Departures

15. 68% of employees left their jobs due to "Engagement and Culture" or "Wellbeing and Work-Life Balance" reasons in 2024. Gallup's research confirms that workplace experience, not compensation, drives the majority of departures. For foreign workers, this includes feeling supported through their immigration journey.

16. Only 16% of U.S. employees cited "Pay/Benefits" as their primary reason for leaving in 2024. This Gallup finding challenges conventional retention wisdom. Companies that focus solely on competitive salaries while neglecting immigration support miss the bigger picture.

17. Career development is the #1 reason employees leave (17.4% in 2023). The Work Institute reports that growth opportunities outrank all other departure reasons. Foreign workers who see their visa status as a career ceiling will seek employers who offer clear advancement paths.

18. 32.4% of employees who quit cited toxic or negative work environment as their primary reason. This workplace toxicity factor is particularly impactful for foreign workers who may already feel like outsiders without inclusive cultural integration.

19. 30.3% of employees left due to poor company leadership. Leadership quality directly impacts retention. Leaders who actively support foreign workers' immigration needs signal genuine investment in their success.

20. Health & Family concerns account for 12.3% of employee departures. The Work Institute data shows personal factors matter. For foreign workers, family includes dependent visa processing, a service that comprehensive immigration platforms can streamline.

21. Work-Life Balance is cited by 11.9% of departing employees. This retention factor extends to immigration stress. Workers spending nights worrying about visa renewals cannot maintain healthy work-life balance.

22. Professional Behavior issues from managers increased 104% in 2023 as a reason for leaving. This dramatic increase in management-related departures shows that workplace relationships matter more than ever.

Employee Job-Seeking Behavior: Warning Signs for Employers

23. 51% of employees are watching for or actively seeking new job opportunities. This Gallup indicator means half your workforce, including foreign workers, is open to leaving. Proactive retention measures are essential, not optional.

24. 38.5% of workers quit a job in the past year, down from 43.3% in 2023. While the slight decline offers some relief, over one-third of workers still changed jobs annually. Foreign workers facing visa uncertainty may be even more likely to seek stable employment elsewhere.

25. 23.1% of employees searched for a new job while on the clock at their current job in 2024. This on-the-job searching indicates significant disengagement. Employees actively looking while at work signal retention problems that require immediate attention.

26. Only 15.5% of employees chose to stay with their employer after receiving another job offer. When counter-offers fail more than 84% of the time, the focus must shift to preventing employees from entertaining outside offers in the first place.

What Employees Value: Retention Factors That Work

27. 94% of employees would stay longer at a company if it invested in their career growth. This near-universal sentiment applies strongly to foreign workers, for whom career growth may include permanent residency pathways through EB-1 or EB-2 NIW sponsorship.

28. 83.4% of workers would be more likely to stay with an organization if it provided a positive work environment. This workplace culture priority includes feeling supported through immigration challenges, a key differentiator for foreign worker retention.

29. 80% of employees consider mental health support a key factor in their decision to stay. Mental health considerations directly relate to immigration stress. Workers who receive clear, proactive communication about their visa status experience less anxiety and greater loyalty.

30. Employees who feel adequately recognized are five times more likely to stay with their current employer. This recognition impact is amplified for foreign workers who may feel overlooked. Public acknowledgment of their contributions builds lasting commitment.

31. 76% of job seekers and employees consider a diverse workforce an essential factor when evaluating companies. This diversity priority means companies that visibly support international employees attract and retain more talent. Immigration sponsorship signals commitment to diversity.

32. 52% of employees prefer hybrid work arrangements. Flexible work options matter to all workers, including foreign nationals who may have family obligations abroad that occasional remote work can accommodate.

33. 50.9% of workers would accept a job for lower pay if it meant achieving better work/life balance. When half of workers value balance over pay, reducing immigration-related stress through streamlined processes becomes a powerful retention tool.

34. 60.6% of employees want access to professional development opportunities. Development access for foreign workers includes visa-compliant training programs and clear pathways to roles that support future immigration petitions.

35. 56.3% of employees want clear paths to advancement or promotion. This career clarity is especially critical for foreign workers whose visa categories may depend on job level and responsibilities.

Foreign Worker Industry Retention Rates

36. 68.4% of foreign work permit holders remained in the same industry one year after transitioning to permanent residency (2011-2015 cohort). This industry retention rate demonstrates that most foreign workers stay committed to their field, but over 30% still change industries, representing a significant retention risk.

37. Industry retention drops to 43% five years after permanent residency transition. The five-year decline from 68% to 43% shows that initial visa sponsorship alone isn't enough. Long-term retention requires ongoing investment in employee growth and satisfaction.

38. 92% of work permit holders continued to work (including self-employment) one year after PR transition. The high workforce participation rate shows foreign workers remain economically active; they're just not necessarily staying with their sponsoring employers.

39. 81.4% of foreign workers in health care and social assistance stayed in the same sector one year after PR transition. The health care sector demonstrates highest retention, likely due to licensing requirements and career specialization. Other industries can learn from healthcare's retention success.

40. 77.6% of higher-skilled TFWP participants stayed in the same industry one year after PR transition. Higher-skilled workers show strong initial loyalty, making them worth the investment in premium immigration services that demonstrate employer commitment.

41. 81.2% of intra-company transferees remained in the same industry one year after PR transition. Intra-company transferees show exceptional retention, reflecting the existing relationship between employee and multinational employer.

42. One-third of work permit holders transitioned to permanent residency within five years after receiving their initial work permit. This PR transition rate shows many foreign workers seek permanent roots; employers who support green card pathways gain loyalty.

High-Skilled Immigrant Retention Challenges

43. High-skilled immigrants are more than twice as likely to leave within 5 years compared to low-skilled immigrants. This retention paradox demonstrates that the workers companies invest most heavily in recruiting are also the most mobile. Exceptional retention strategies are required.

44. Immigrants with doctorates are nearly twice as likely to leave within 5 years compared to those with a bachelor's degree. The education-mobility correlation means PhD-level talent requires special retention attention, including clear pathways to EB-1A extraordinary ability green cards.

45. 35% of immigrants with legislative and senior management experience leave within 25 years of landing. Executive-level departures represent significant investment loss. Companies sponsoring EB-1C multinational executives must ensure ongoing career satisfaction.

46. Immigrants with stagnant or declining earnings have higher onward migration rates than those whose earnings grow. Career progression matters: when foreign workers see their income stall, they seek opportunities elsewhere. Consistent advancement prevents departures.

47. Immigrants with doctorates facing stagnant earnings are nearly 3x more likely to leave within 15 years compared to those with bachelor's degrees. This compounding effect shows that highly educated workers facing career stagnation are extreme flight risks.

48. One in five immigrants (20%) leave their destination country within 25 years of landing. This long-term departure rate represents significant human capital loss for employers and economies. Early retention investment pays dividends over decades.

Employer Retention Efforts: What's Working and What's Not

49. 61.8% of employers gave pay raises to improve retention in the past year. The most common retention tactic according to iHire research, yet pay ranks low among employees' actual departure reasons.

50. 90.4% of employers who gave pay raises still experienced turnover in 2024. This pay raise failure rate proves money alone doesn't solve retention challenges. Holistic support, including immigration assistance, produces better results.

51. Only 17.2% of employers conducted "stay" interviews to ask existing employees why they choose to remain. This underutilized tactic represents a missed opportunity. Stay interviews with foreign workers can reveal immigration-related concerns before they trigger departures.

52. 34.7% of employers experienced lost productivity due to turnover in 2024. The productivity impact of turnover extends beyond replacement costs. For technical roles often filled by foreign workers, knowledge loss can be devastating.

53. 10.7% of employers did "nothing" to improve employee retention. This retention inaction is a competitive disadvantage. Companies that invest in comprehensive immigration support platforms gain an edge.

54. 60% of CEOs say retaining and engaging employees is a top priority. When executive focus aligns with retention, resources follow. CEOs should ensure immigration support is included in their retention investments.

55. 25.5% of organizations experienced a decline in employee engagement in 2024. This engagement erosion signals growing retention risk. For foreign workers, engagement often correlates with immigration process transparency and employer support.

How Technology and Compliance Drive Foreign Worker Retention

Employers who implement robust immigration technology and compliance systems create more stable environments for foreign workers. Real-time case tracking, automated compliance alerts, and transparent communication reduce uncertainty, one of the primary stress factors for visa-dependent employees.

When foreign workers can see their case status, upcoming deadlines, and required actions through an employee-facing portal, their anxiety decreases and their trust in the employer increases. This transparency transforms immigration from a source of stress into evidence of employer investment.

Companies using business immigration platforms with built-in compliance tracking, HRIS integration, and automated reminders demonstrate operational excellence that foreign workers recognize. The difference between a chaotic immigration process and a streamlined one often determines whether a high-value employee stays or leaves.

For startups managing 1-25 foreign nationals, guided workflows and flat-rate pricing remove immigration complexity that would otherwise distract from business growth. Larger organizations with 250+ foreign workers require enterprise-grade compliance systems with audit-ready records and role-based access controls to maintain program integrity.

Frequently Asked Questions

What are the average foreign worker retention rates in the U.S.?

While U.S.-specific retention data varies by industry and visa type, Statistics Canada research shows 68.4% of foreign workers remain in their industry one year after gaining permanent residency, dropping to 43% at five years. These figures suggest that employers must view retention as a long-term commitment, not a one-time visa sponsorship event. Companies using technology-enabled immigration services with ongoing case management report higher retention rates.

How does comprehensive legal immigration support impact employee loyalty and retention?

The data strongly supports a connection between immigration support and retention. With 94% of employees stating they would stay longer at companies that invest in their growth, immigration sponsorship represents one of the most concrete investments an employer can make. Furthermore, since 68% of departures stem from engagement and wellbeing issues, not pay, employers who reduce immigration-related stress through proactive legal support directly address top departure drivers.

What are the top challenges companies face in retaining foreign workers?

The primary challenges include: career development limitations imposed by visa restrictions, immigration uncertainty and processing stress, cultural integration barriers, and the mobility of high-skilled talent. High-skilled immigrants are twice as likely to leave compared to lower-skilled workers, meaning the most valuable employees require the most intentional retention efforts. Companies that address these challenges through clear career pathways, transparent immigration processes, and inclusive cultures achieve better retention outcomes.

Can technology truly improve foreign worker retention, and if so, how?

Technology improves retention by reducing uncertainty and demonstrating employer commitment. When foreign workers access real-time case tracking, see automated compliance alerts protecting their status, and receive proactive communication about their immigration journey, their confidence in the employer increases. The fact that 83.4% of workers stay longer in positive work environments suggests that removing immigration-related friction contributes meaningfully to overall workplace experience.

What is the financial impact of high foreign worker turnover for businesses?

The financial impact is substantial. With U.S. companies spending $900 billion on employee replacement in 2023, and foreign worker replacement involving additional visa processing costs, legal fees, and longer recruitment timelines, each departure costs significantly more than average. When 34.7% of employers report productivity losses from turnover, the total cost extends well beyond direct replacement expenses.