T
he pandemic showcased the strategic importance of HR and global mobility expertise in
international organisations. Both functions’ value became clear as organisations raced to remain compliant and compassionate for their employees. Today, as talent shortages
and attrition rates rocket, the heightened visibility of global people professionals is an important opportunity for the function finally to close the circle with talent management and deliver on key people strategies, particularly around diversity, equity and inclusion (DEI). DEI is a key focus for forward-
thinking employers. Potential investors, as well as potential recruits, and legislators are increasingly looking for more transparency about how – and how fairly – companies deploy their most important assets.
INCLUSIVE GLOBAL MOBILITY AIRINC’s Mobility Outlook Survey 2022 describes global mobility’s transition to the strategic centre of people management. Noting how global mobility “has honed its compliance skills”, it identifies the key challenge now is to focus on helping to attract and retain talent as talent shortages become the dominant narrative. Greater flexibility and choice
in relocation terms are just some of the ways companies are supporting talent management. As programmes become more customisable, “employees are gaining the ability to personalise their relocation benefits, select the delivery of those benefits and, in
some cases, even choose when and from where they report to work,” says AIRINC. Enabling individuals to craft
bespoke packages also promotes greater diversity, equity and inclusion (DEI) among globally mobile populations. In AIRINC’s 2022 survey, 38% of companies said they were increasing employee flexibility and choice around assignment type and package to promote DEI. A similar number (39%) were supporting DEI by reviewing policy language for inclusive tone, while one in five (21%) were “actively considering diverse candidates for assignments.” A third (31%) reported global mobility is not taking any specific steps to promote DEI.
OPPORTUNITY GAPS PERSIST International experience is a key aspect of career progression, as well as self-actualisation, engagement, retention and inclusion more widely. GM expertise therefore has a vital role, along with senior leaders, HR and colleagues in global talent, to include and uplift under- represented groups, including women, people from minorities and individuals from lower socio- economic who historically have found it difficult to make it to the top echelons of companies. The scope of the DEI challenge
in global mobility and organisations more broadly is reflected in data from Mercer’s latest UK Gender and Ethnicity Pay Gaps report, published in January. “Our research reveals employers are struggling to narrow their pay gaps,” commented Michelle Sequeira, Diversity, Equity and Inclusion Consulting
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THINK GLOBAL PEOPLE DIVERSITY, E QUITY & INCLUSION
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