INCLUSION & DIVERSITY How global


mobility can drive a diverse and


inclusive workplace


Today, more than ever, there is a greater awareness of diversity and inclusion in the workplace, not only in policies, but as a core component of company culture. Companies are recognising how diverse skills, experiences and viewpoints improve their bottom line and, in turn, help them to outperform companies that are more homogeneous. Ish Bajwa of Capital Group and Susan Krupa McCune of SIRVA look at how to attract and retain diverse talent – and how to overcome global mobility challenges.


C


2019 THINK


WINNER


SEE AWARD WINNERS PAGE 51


ompanies are fast realising that cultivating an inclusive culture encourages employees to do their best work for the company. Being on the front line of human resources, global mobility departments play


a critical role in providing vital support for a diverse group of candidates as their first experience with their new employer. A study by the Boston Consulting Group (BCG) revealed


a direct correlation between increased revenue and diversity within an organisation. Research by McKinsey & Company also supports this notion, showing that the most diverse companies were (by gender, 21% and racial/ethnic, 33%) more likely to have financial returns above their national industry median. So, its clear companies need to work on diversity, but what can global mobility teams do to help drive a diverse and inclusive environment?


ATTRACTING AND RETAINING DIVERSE TALENT Recruiting is often a new hire’s first experience with an organisation, so it is important to give the right impression. Diversity is playing an increased role in recruitment – as cited by Forbes – and is proving a key competitive differentiator/advantage. To successfully attract diverse talent, all involved with the process need to understand what diversity means to a wide range of people. As an industry, relocation policies have historically been a one-size-fits-all model, yet there are huge variations in personal situations. In addition, global mobility teams can ensure they are appealing to all by making sure the relocation programme is flexible and reflective of the modern family dynamic, specific to the relocating country, including:


• Single employees • Single-parent employees • Accompanying partners or adult dependents • Spouse/partner re-employment • Dual career families • LGBTQ+ relationships


By recognising and supporting employees’ varying needs in global mobility policies, it encourages them to accept assignment offers, which helps to ensure deserving talent does not experience barriers to success. The elimination of unconscious bias should also be a key priority


for companies and global mobility teams, as this is often where employers are going wrong. In addition to undertaking specific training, global mobility teams should provide relocation statistics to indicate unconscious bias; for example, if companies are falling short of diversity achievements, despite their best intentions. Collecting and reviewing feedback from employees (including those on assignment and those who turned an offer down) is also vital in helping to determine whether diversity and inclusion are truly being achieved. Discussions highlight shortfalls, helping the company to better evolve its relocation programmes.


CASE STUDY: FAMILY AND PARTNER SUPPORT An employee (internally referred to as an ‘associate’) relocating with their partner/family enables them to have their support network close to them. In addition to improving the work/life balance of the employee, if they successfully transition and are settled in as quickly


38 | RELOCATE | SUMMER 2019


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68