As we head into the second half of Q4 2018, what global mobility issues are moving to the front of your priority list to address in 2019? As mobility programs review this past year and dialogue with internal stakeholders and external partners regarding what they are expecting and needing for the next year, many initiatives will come to light. We are hearing about initiatives like:
- an analysis to understand the impact of the recent tax reform
- adding/revising intern programs
- creating a leadership development rotational program
- adding flexibility to policy design and application
- initiatives to enhance the employee experience
- improved reporting on diversity & inclusion (D&I) that ties back to internal corporate initiatives
If this last one caught you off guard, you might want to arrange an internal conversation between global mobility and your D&I team to consider whether there might be any specific initiatives that could be added to your focus. If D&I is there to unleash human potential, then global mobility is meant to support and maximize the impact of that human talent.
But the reality is that 53% of LGBT employees are not "out" at work and 23% fear they will not be offered opportunities like global mobility if they do come out. Scarier yet is that 61% of employers are unaware of LGBTQ+ social and legal conditions in the countries they operate in. And while 88% of leaders report being concerned about finding suitable candidates, only 6% actively encourage mobility among minorities.
While many already believe diversity and inclusion is the right thing to do ethically, and given that there is already loads of support for how diversity and inclusion drives strong performance and business results (want more on that topic...go back to this post), how exactly is your mobility program playing into the diversity and inclusion landscape?
Per the Deloitte report, "Inclusive Mobility: How Mobilizing a Diverse Workforce Can Drive Business Performance," only one in 10 mobility programs reported participating in D&I discussions and planning, and less than 15% said they track and report any D&I data related to their global mobility program. Deloitte goes on to offer a model for aligning D&I and global mobility to move from "reactionary" down the path to "transformational." But no matter where you are, it can all start with an initial conversation.
Read the article below and consider where greater alignment might be possible. Looking for some specific focus areas? Global mobility can evaluate the unique needs and journey map the experiences of women, of LGBTQ+ employees, of each age group and generation, of different cultural and ethnic backgrounds. Consider creating and making available supplemental documents, questionnaires or programs that could better support the specific journey of an employee type within the organization. What information are you currently tracking and what additional information would be helpful to know and report on?
When considering how global mobility programs can or should be involved with D&I initiatives, take a look back at another recent post, Considering global mobility and diversity & inclusion (D&I).
I also would urge that as you look at planning for 2019 for your global mobility program, read this report, Inclusion and Diversity: How Global Mobility Can Help Move the Needle from KPMG International, where they questioned 181 professionals to get their views on how inclusion and diversity impact global mobility and recruitment programs. What is your mobility program doing to help move the needle and support diversity and inclusion?
Last Spring, I was lucky to be able to participate in a Worldwide ERC® panel session with some amazing people who are working hard to carry this conversation out within their companies and within the mobility industry. If you’re an ERC® member, click here to download the presentation, then set up that meeting with D&I, and consider what we can do to move your company forward in 2019!
For one, 2018 was the year that 100 percent of qualifying businesses reported their gender pay gap. According to Sarah Kaiser, Employee Experience, Diversity & Inclusion lead, Fujitsu, this helped a number of organisations have richer conversations about the position of women in the workforce: “As we see more and more companies publish their second annual report in the coming months, we’ll begin to visibly see what they’re actually doing to change. Whilst lots have begun those conversations, businesses know they have to answer. Next year will be the opportunity for businesses to show they’re serious about diversity and inclusion.”