The H-1B process has always been complex, but recent changes have made it more difficult, confusing, and in some cases, significantly more expensive.
A Presidential Proclamation issued on Sept. 19, 2025, noted that certain H-1B petitions “filed at or after Sept. 21, 2025, must be accompanied by an additional $100,000 payment as a condition of eligibility.”
U.S. Citizenship and Immigration Services (USCIS) later clarified the $100,000 fee does not apply to most H-1B filings, such as extensions of stay or transfers. Rather, it is for a segment of cap-subject H-1B hires “who are outside the United States and will seek consular processing for an H-1B visa or those already in the U.S. who cannot obtain a change of status or extension of stay.”
Even with clarification, the hefty price tag has already directly impacted most companies’ relocation budgets. With remaining questions and pending litigation, this is far from a compliance issue – it is fundamentally changing how companies budget, plan, and justify global talent mobility.
Each year, Atlas Van Lines conducts its Corporate Relocation Survey to gauge talent mobility trends and corporate relocation policies and practices. The 59th annual survey was conducted between Dec. 15, 2025, and Jan. 16, 2026, with 549 decision-makers across 20 industries who are responsible for relocation at small, medium, and large companies globally.
The survey found that the H-1B visa fee had some level of impact on the relocation budgets of 94% of companies that relocate employees internationally. In response, 82% of those companies also adjusted their relocation policies in 2025 and anticipated further impact on company relocation policies in 2026.
Among external factors impacting relocation, political/regulatory considerations showed the largest increase from 2024 to 2025 at 9%. Relatedly, over half of companies surveyed (53%) agreed that economic conditions were the top external factor that impacted relocation in 2025.
H-1B changes present challenges across companies’ operations. Not only does it impact cost and compliance, but it also affects talent acquisition and retention. H-1B visas are typically reserved for highly specialized roles that cannot be fulfilled by American workers. The snowball effect of an increased cost burden can slow hiring timelines and result in an unwillingness to relocate – for employees and employers.
For employees, shifts in hiring and visa status can reduce access to career-advancing opportunities that come with geographic mobility. Meanwhile, for employers, it introduces added friction in securing highly specialized or international talent, especially in industries where those skills are already in short supply.
Global talent mobility plays a crucial role in addressing labor shortages across essential industries. Corporate relocation serves as a lever for accessing this international talent pool, and even modest changes to visa policies can have an impact on this pipeline.
Key industries such as manufacturing, IT/technology, and business services rely on international talent. Manufacturing, for example, is in need of 3.8 million new workers by 2033. Nearly half of those jobs are at risk of going unfilled, putting additional pressure on HR teams already working to secure specialized talent. This demand reinforces why international mobility remains a necessary tool for workforce planning.
Therefore, HR professionals find themselves at the center of visa confusion by representing both the employees’ and employers’ best interests. How they budget for relocations is an indicator of the balance they try to strike.
Rather than adjusting relocation budgets as a reaction to markets, HR teams should pursue proactive policy changes to stay ahead of employees’ needs. Increasingly, that means shifting away from rigid policies in favor of flexibility, or risk losing employees. When asked, 52% of companies agreed that they lost good employees due in part to a relocation policy. Perhaps relatedly, 51% of companies also said they almost always or frequently make exceptions to relocation policies.
Cost-of-living adjustments were also the most common nonstandard incentive companies provided In addition to fixed and flexible benefits. Additional targeted nonstandard incentives included bonuses and housing benefits. They proved effective: In 2025, 89% of companies said nonstandard incentives frequently or almost always convinced an employee to relocate.
For companies that ultimately need to reduce costs, 30% said they planned to offer short-term, extended travel, or commuter arrangements in 2026 instead of relocating employees. Alternative assignments are also an effective way to lower costs, with 36% of companies using them to meet strategic business goals.
Finally, remote work is still a desirable perk for employees. The ability to work remotely (15%) or an employer’s policy limiting remote work (10%) were both cited as reasons employees declined a relocation. Alternative assignments and remote work could both be effective ways of working with international prospects when visas may be more difficult or expensive to obtain.
The impact of H-1B changes on relocation budgets underscores a longer-term shift in how companies are approaching global mobility from a routine function to a strategic advantage. Companies are being forced to weigh global access to specialized talent against budget constraints caused in part by evolving visa requirements. Yet, a majority are still choosing to expand their budgets and devise more tailored relocation packages to entice top talent. Corporate mobility is more about precision than volume in this environment, reserved for roles where cross-border relocation is essential.
Ultimately, there is no one-size-fits-all solution to corporate relocations. Companies that adapt their mobility strategies to promote flexible policies will be better positioned to compete for skilled workers and be better equipped to handle future policy changes.
With over 20 years of experience in human resources, Kelly Cruse serves as Atlas Van Lines’ Vice President, Human Resources and Chief Diversity Officer. She oversees the development and implementation of HR strategies, policies, and programs that align with the company’s vision, mission, and values. Cruse has a strong background in employee benefits, performance management, talent acquisition, and employee relations.
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