If organisations are to reduce perceptions of inequity, assignees must fully understand why their packages differ from those of others in seemingly similar circumstances. It is important that time is taken
referents, perceptions of inequity are inevitable. As the plethora of permutations
of policy elements that apply to different assignee circumstances increases in order to improve employee experience of the mobility process, so this opens the way for comparison between and among assignees and greater potential for perceived inequity. Despite this, Global Mobility
professionals must consider how the design and implementation of international assignment reward policies influence assignees’ equity perceptions and try to avoid negative effects. They must also consider the impact on perceptions of equity as seen by local employees. This is because perceptions of inequity will affect locals’ working relationships with assignees. This is particularly important in low pay economies where home-based approaches to reward are used for assignees and incoming personnel can appear privileged and very wealthy.
COMMUNICATIONS Organisations must ensure that they use clear and robust communication approaches to
to explain policy content and its intention. This communication process should take into account the specific circumstances of each assignment, bearing in mind potential referents that assignees may have in mind for comparison. Simple solutions to international assignment reward are not possible and there will always be room for perceptions of inequity. Notwithstanding this, reducing perceived inequity as far as possible though communication can help to reduce potential
negative consequences of organisational actions to improve the employee experience.
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GLOBAL MOBILITY MINI FACTSHEET: DIVERSITY & INCLUSION
Diversity & inclusion: Policy design
Diversity refers to characteristics that differentiate individuals and groups from each other. In global mobility policy design, encompassing diversity means having greater flexibility to respond to individual needs.
DIVERSITY CHARACTERISTICS Diversity typically
an argument for individual tailoring of allowances and benefits. This is likely to be time consuming though and may potentially generate unintended inequity in treatment.
STRUCTURED POLICY APPROACHES Another option is to devise a suite of structured policies – but with flexibility in choice of benefits – that can cater for a range of assignments and individual situations. Structured approaches are
helpful
because they can maintain organisational culture and provide
transparency to refers to
characteristics such as gender, age, religion, race, ethnicity, disability, sexual orientation and marital/family status. But it can also include culture, socio- economic background, language, and neurodiversity. Hence, it encompasses a very wide range of differences. Global mobility professionals should modify existing policy approaches or design new policies to align with organisational diversity and inclusion objectives. Policy design must foster equity.
unintended
RECOGNISING INDIVIDUALITY No one wishes to feel that they are an exception. Policy should therefore operate in such a way that individuals and their families are able to make use of the support available to them as far as possible without having to draw attention to their own personal circumstances. Hence, flexibility is important as it can help cater for a range of diverse needs. As everyone will have different
characteristics and family situations and their assignments may differ in duration, location and pattern, there is potentially
aid communication. Flexibility within a structured framework provides opportunities to enhance
business
objectives in the deployment of diverse talent
while improving employee experience and organisational branding.
GUIDELINE APPROACHES Having broad policy guidelines provides an alternative approach. This is likely to enable even greater flexibility. Care must be taken though to ensure that there is still transparency and equity in outcomes. As with structured policies, effective administration and communication are needed to ensure implementation meets the desired objectives. Guidelines must ensure direction so
that employees know what do, for instance how they should take up and use support services. Without this, productivity can fall as assignees try to manage unfamiliar processes by themselves.
POLICY SUGGESTIONS One key area that can make a big difference is the use of language. This should not be gendered nor make assumptions about the nature of the family. For example, the term partner
support rather than spousal support
should be used. It is important to consider whether the language used will support a single parent, not just a more traditional family group. The provision of support elements
should be sufficiently flexible to address different needs. For example, it is important that housing is suitable
for
access by less mobile employees and their family members. Additional reunification flights may be necessary if assignees are separated from family members (such as aged parents) or partners due to legal issues (for instance, same sex couples if their relationship is not recognised in the host country).
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explain any
differences in compensation and benefits received by their assignees.
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GLOBAL LEADERSHIP MINI FACTSHEET: DIVERSITY & INCLUSION
Equality & equity
The focus on equality is shifting in emphasis to that of the pursuit of equity alongside diversity and inclusion. In practice, the terms equity and equality appear to be used almost interchangeably but there is a difference and the implications are significant for organisations.
EQUALITY Equalities legislation sets the
legislative legal
framework for providing the same to everyone – everyone has an equal chance of success. The
framework
prohibits direct and indirect discrimination. The Equality and Human
Rights Commission* defines direct discrimination as: “when you are treated worse than another people because:
person or other
• you have a protected characteristic • someone thinks you have that protected characteristic (known as discrimination by perception)
• you are connected to someone with that protected characteristic (known as discrimination by association)”
The Commission defines indirect discrimination as: “when there is a policy that applies in the same way for everybody but disadvantages a group of people who share a protected characteristic, and you are disadvantaged as part of this group.” With respect to employment are
in the UK, there nine protected
characteristics listed in the Equalities Act 2010. This legislation prohibits direct and
indirect discrimination on grounds of: age; disability; gender reassignment; marriage and civil partnership; pregnancy and maternity; race; religion or belief; sex; and sexual orientation. Other countries’ employment
legislation may be less comprehensive. Certain factors may not be recognised (for example, same-sex marriages) or be illegal (for example, homosexuality).
EQUITY Equity refers to fairness and justice and thus differs from equality. The pursuit of equity recognises that individuals all start from different places – not from a level playing field – and so adjustments will be needed to address these imbalances. The
equity agenda recognises the
requirements for organisational action to go beyond equal chance and promote equal access to opportunities in the workplace and an equal share of those opportunities. These include, for example, access by minority groups to – and an equal share of – leadership positions.
ORGANISATIONAL ACTIONS Positive action can help to facilitate equal access by minority groups to leadership roles. For example, organisations can ensure that minorities are made aware of positions that are available and are encouraged to apply for them. Positive action is not the same as positive discrimination. Open and transparent recruitment
and selection processes can help to widen access for minority groups. These include advertising all positions and adopting the use
Equal access goes some way towards achieving equity but
if minorities are
unable to achieve an equal share of career opportunities and leadership positions, then true equity has not been achieved. A culture of true equity is needed
if minorities are to gain an equal share of career opportunities. Robust voice and engagement processes can ensure that the barriers faced are identified and addressed. This requires top management support. Allies can support the progression of minorities. Coaches, mentors and sponsors can also play a valuable role.
*
www.equalityhumanrights.com/ equality/equality-act-2010/ your-rights-under-equality- act-2010/direct-and-indirect- discrimination#direct-discrimination
of structured
interviews using diverse panels. Minority groups tend to have fewer
networks and role models. Organisational support for networks and role models can also help to widen access to career opportunities for minorities.
To access the Mini Factsheet series visit
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© 2024: Relocate Global & Think Global People
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