W


hile organisations espouse the intention to achieve fairness and justice, achieving equity requires acknowledgement and action to address the fact that minorities


start from a different baseline. Organisations have typically published equality and diversity policies that aim to ensure equal opportunities for a diverse range of employees. Yet, when it comes to international assignments, the expatriate majority typically comprises men, indicating occupational segregation is taking place and equality, diversity and equity do not prevail.


OCCUPATIONAL SEGREGATION Occupational segregation includes both horizontal and vertical dimensions. This means that when minorities experience disadvantage, this can be seen in their under- representation in particular jobs and positions within organisational hierarchies. With respect to international assignments, horizontal


segregation is evidenced by one gender (in this case men) comprising the majority of the expatriate workforce. Vertical segregation refers to limited career progression – in this case women make up only the minority of senior international assignment roles. Horizontal and vertical segregation are linked. The smaller the proportion of women holding international roles, the less likely they are to reach the most senior positions within them. International mobility provides career advantages.


This is because leadership positions are often awarded to those with direct international experience. For women to achieve an equal share of leadership roles, they need an equal share of international assignments at the most senior levels. For equity to be achieved, the starting point is for equality and diversity policies to work for women and other minorities.


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GLOBAL LEADERSHIP SUPPLEMENT


EDI


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