HRO Today June 2018 - 16

Special D&I Report
cross-cultural training to transferees.
inclusion initiatives, and only one in 10 actively participate
in diversity and inclusion discussions.
* Seventy-three percent of the cultural training offered
to internationally mobile employees does not include
information regarding LGBT considerations, reports
Mercer's LGBT Benefits Around the Worldsurvey.
* Atlas' 2018 Corporate Relocation Survey shows that 55
percent of employees declined relocation assignments due
to spousal employment concerns. Family issues were the
most common reason to decline an assignment, cited by 71
percent of large firms, 63 percent of mid-size firms, and 53
percent of small firms.
Such non-inclusive practices have profound effects on
an organization's performance, ability to innovate, and
ultimately, bottom line. In fact, according to McKinsey
& Company's 2018 Delivering through Diversity study,
gender and ethnic diversity, particularly within executive
teams, is directly correlated with financial performance in
companies across the world.
McKinsey's results show that global companies in the
top-quartile for gender diversity on their executive teams
were 21 percent more likely to have above-average
profitability than companies in the fourth quartile, and
top-quartile companies for ethnic and cultural diversity
were 33 percent more likely to outperform on profitability.
And there is a penalty for poor diversity-bottomquartile
companies were 29 percent less likely to achieve
above-average profitability compared to other surveyed
companies.
In addition, Deloitte reports that 83 percent of employees
are more likely to innovate if they feel included and
believe their organization is committed and supportive
of diversity. Randy Wilson, president and CEO of NEI
Global Relocation, believes that mobility programs
can be especially effective for driving this feeling of
inclusion. " The fact that all employees feel valued and
included in the success of the company as well as their
own development is the biggest benefit to an inclusive
relocation program, " she says.
But while there are demonstrated benefits to aligning
business practices with diversity and inclusion goals,
these initiatives often remain disconnected from global
mobility programs. A 2016 Deloitte survey of global
mobility leaders revealed that only one in five surveyed
professionals report strong alignment between their
mobility programs and their companies' diversity and
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HRO TODAY MAGAZINE
|
JUNE 2018
Companies that fail to partner these two critical business
initiatives miss out on an immense opportunity to address
the challenges of today's business landscape. " We live
in a globalized, hyper-connected world where diversity
and inclusion initiatives are imperative for companies
whose global strategies include high levels of employee
engagement, growth initiatives, performance drivers, and
successful branding, " says Heisha Freeman, executive vice
president of MoveCenter. " This must be reflected in every
aspect of the company-especially global mobility which is
vital to recruiting and retention. "
Confronting Unconscious Bias
Many organizations qualify candidates for relocation
opportunities based on certain factors. According to
CapRelo's Senior Global Operations Manager Glynnis
Swan, these qualities may include:
* flexibility;
* optimism and enthusiasm;
* knowledge of global affairs;
* courage in the face of challenges; and
* willingness to learn about new cultures.
" A key quality is for the individual to have a broad
perspective of the world. For example, maybe he or she
has already traveled or worked abroad or has experienced
different cultures. Other important qualities include the
ability to adapt to and engage comfortably with other
cultures, and the presence of a strong support network at
home and at work, " says Senior Vice President of Global
Client Services at Graebel Companies Teresa Valadez.
While these traits are in themselves non-discriminatory,
HR professionals can be subject to unconscious bias
when determining which employees embody them best.
Although they are not explicitly evaluated, Mercer's
Mobility Dilemma Series warns that factors such as
ethnicity, social class, marital status, sexuality, and age can
influence who gets hired, who gets promoted, and who
gets selected for international assignments.
According to Freeman, " The existence of unconscious bias
is the largest threat to successfully implementing diversity
and inclusion in the decision process. Many companies
are working to combat this by holding unconscious bias
training and integrating core principles of diversity and
inclusiveness into processes so they become part of the

HRO Today June 2018

Table of Contents for the Digital Edition of HRO Today June 2018

HRO Today June 2018 - 1
HRO Today June 2018 - 2
HRO Today June 2018 - 3
HRO Today June 2018 - 4
HRO Today June 2018 - 5
HRO Today June 2018 - 6
HRO Today June 2018 - 7
HRO Today June 2018 - 8
HRO Today June 2018 - 9
HRO Today June 2018 - 10
HRO Today June 2018 - 11
HRO Today June 2018 - 12
HRO Today June 2018 - 13
HRO Today June 2018 - 14
HRO Today June 2018 - 15
HRO Today June 2018 - 16
HRO Today June 2018 - 17
HRO Today June 2018 - 18
HRO Today June 2018 - 19
HRO Today June 2018 - 20
HRO Today June 2018 - 21
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HRO Today June 2018 - 23
HRO Today June 2018 - 24
HRO Today June 2018 - 25
HRO Today June 2018 - 26
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