According to a recent report by Deloitte, “Diversity & inclusion and global mobility are natural partners for unleashing people’s potential globally, yet they are often disconnected.” The research shows less than 15% of global mobility professionals surveyed track and report diversity and inclusion (D&I) data for global mobility. To maximize the potential of this partnership, global mobility must evolve from being a transactional, operational function to a strategic talent management initiative. But what mobility solutions will get you there?
The first step is understanding why the alignment between global mobility and D&I is worthwhile. An inclusive global mobility program shows employees you’re willing to invest in their growth – at every level of the organization. A diverse group of mobile employees will help you attract new diverse talent to your company in different markets. And the experience these individuals bring back home after their international assignments make for cultivating globally-minded leaders. With generous global mobility policies, you’ll be able to easily mirror the changing customer demographics in new markets to show commitment to the local environment.
You may think it’s not all in the hands of the organization to ensure diverse talent accepts international assignments set forth by companies. After all, some employees may be more open to global mobility opportunities than others. But, Deloitte’s “Inclusive Mobility: How Mobilizing a Diverse Workforce Can Drive Business Performance,” found that 88% of leaders reported being concerned about finding suitable candidates for international assignments while only 6% actively encouraged mobility among minorities.
“Family” was the No. 1 reason cited for lack of interest in international assignments among employees. And, something to consider: Family is defined differently today than it once was. It may mean same-sex partners, elderly parents and non-biological children, among other dependents. And global mobility policies don’t typically consider these contingencies. Global mobility can be intrusive for employees because of the logistics of uprooting your life – and not all individuals are comfortable with that relationship, especially those who fear discrimination. (Example: 53% of LGBT employees are not “out” at work and some fear they will not be offered opportunities if they’re open about their sexuality.)
But access to global mobility programs is widening as millennials demand exposure to international markets. By 2025, millennials will make up three-quarters of the workforce and the majority expect the international experience to be part of their careers. This generation will require companies offer access to global mobility solutions that deliver this experience. If not, they’ll find one that does.
