Diversity and inclusion strategies are shaping global mobility programmes
12 November 2014
Corporate diversity and inclusion strategies are evolving alongside of and having an increasing impact on global mobility programmes, according to research by Crown World Mobility.
Thu, 13 Nov 2014 | By Sarah MarquetCorporate diversity and inclusion strategies are evolving alongside of and having an increasing impact on global mobility programmes, according to research by Crown World Mobility.
Lisa Johnson, global practice leader, consulting services at Crown World Mobility
presented the findings at the EMEA Global Mobility Summit last Friday (7 November).
She said some companies were increasingly developing strategies that accounted for split family and eldercare requirements as part of efforts to get the best candidates for international assignments.
One company talked to during the course of the research said candidate pools for certain roles had to be diverse, not just in mobility but across the organisation.
When it came to international assignments, the company wanted a candidate pool with at least one form of diversity represented. This was so it was not just choosing the same kinds of people for assignments.
The research found other companies with policies that included increased support for single parents, divorced parents with joint custody, dual career families, same gender partners and families with eldercare responsibilities.
She said she had, in the last few months, heard many examples of companies that had extended their policies to support the extended family. “They include it in their cost estimates, they include it in their housing allowances, they include it in the medical benefits.”
The research report said for organisations with more developed global mobility programmes, in sectors such as finance, oil and gas or pharmaceutical for example, there seemed to be a higher focus on diversity despite extra costs. The extra costs were not seen as barriers but were an accepted cost of doing business.
The research was conducted by Crown’s consulting services and a member of EY’s (Ernst & Young) mobility team leadership in Asia.
Lisa Johnson, global practice leader, consulting services at Crown World Mobility
presented the findings at the EMEA Global Mobility Summit last Friday (7 November).
She said some companies were increasingly developing strategies that accounted for split family and eldercare requirements as part of efforts to get the best candidates for international assignments.
One company talked to during the course of the research said candidate pools for certain roles had to be diverse, not just in mobility but across the organisation.
When it came to international assignments, the company wanted a candidate pool with at least one form of diversity represented. This was so it was not just choosing the same kinds of people for assignments.
The research found other companies with policies that included increased support for single parents, divorced parents with joint custody, dual career families, same gender partners and families with eldercare responsibilities.
She said she had, in the last few months, heard many examples of companies that had extended their policies to support the extended family. “They include it in their cost estimates, they include it in their housing allowances, they include it in the medical benefits.”
The research report said for organisations with more developed global mobility programmes, in sectors such as finance, oil and gas or pharmaceutical for example, there seemed to be a higher focus on diversity despite extra costs. The extra costs were not seen as barriers but were an accepted cost of doing business.
The research was conducted by Crown’s consulting services and a member of EY’s (Ernst & Young) mobility team leadership in Asia.
