might also wish to record aspects such as family size, special needs children, non-traditional families, etc. The argument behind this is that when individuals relocate, the moves involve entire families and as such, the social pillar will include addressing any special needs required by accompanying families as well as those of employees themselves. In addition, organisations
might even wish to consider data collection on issues such as educational background, international experience, and other social background information. Here the aim is to widen diversity out to include those with different experiential, informational, social networks and value-set diversity.
THE INPUT OF THE GLOBAL MOBILITY FUNCTION With respect
support diversity needs might also be included within policy. Communication lies at the heart
of success and as such it is crucial that the global mobility function or service suppliers employed to manage the moves consult with the employee and family in order to understand individual requirements that need to be addressed within the employment situation and as part of the mobility process. Organisations might need to widen out their definitions of ‘family’ to include other members beyond spouses/ partners and children, reflecting diverse family situations and the support that other individuals may give within family life.
to international
mobility and actions that the global mobility function might take, practical initiatives might include, for instance, adding additional allowances to match DE & I cases, considering actions that might be taken to support diversity requirements within the selection process, increasing flexibility within policy design aside from providing cash alternatives, even implementing new policies to support a more diverse workforce. The use of specialist service providers to
CSR VALUES AND ACTIONS There is also a corporate social responsibility (CSR) angle here. Organisations increasingly have a social and moral duty to the populations and locations where they run their operations. Organisations which are held up as socially responsible become high profile and highly sought-after places to work, again attracting the best talent from the marketplace. There is a positive message here – corporately and socially responsible employers are highly valued societal members and this raises brand profile. Hence, besides having a
social focus on the employee and family being employed and/or
relocated, organisations should consider extending this out into the destination location such that local leaders and employees who are relocated abroad adopt a strong social emphasis. This means that a CSR objective could well be part of the leadership/assignee job specification with CSR/DE & I principles being applied in the delivery of role objectives and in the development of local people. It is important therefore that
organisations look beyond a narrow social DE & I focus in selection and deployment of leaders, managers and globally mobile individuals. Emphasis also must be placed on the social pillar within the ESG policy to encompass the outcomes of appointments and assignments and their impact locally on CSR and DE & I principles in the host environment.
“ The starting point is to have a clear definition of what constitutes diversity and which aspects are to be recorded and monitored.”
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THINK GLOBAL PEOPLE ES G
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