HRO Today June 2018 - 18

Special D&I Report
company's culture. In some countries, it's become routine
to redact resumes so no identifying information is visible
to those making hiring decisions. "
And organizations are working to eliminate unconscious
bias in mobility practices as well. " Just as today's workforce
demographics continue to evolve, so has the typical
global mobility assignment, " Swan says. " In addition to
the traditional long-term, short-term, and localization
assignments, a diverse variety of ever-evolving assignment
types has emerged to address business competition,
complexities, and constant change; the cookie-cutter
senior executive is not always the best candidate.
Commitment to diversity and inclusion among gender,
generation, race, culture, education, sexual orientation,
and even rank and non-traditional experiences can
only enhance a global mobility program by exposing an
untapped level of flexibility and innovation. "
Understanding the Obstacles
Besides tackling unconscious bias, how can organizations
make global mobility more inclusive and expand access to
international opportunities? The first step is to identify
the obstacles that stand in the way of minority groups
throughout the entire lifecycle of the international
assignment.
This can be done by utilizing mobility data and conducting
interviews with current and former relocation candidates.
" Use existing mobility data to identify and understand
trends within specific demographics, barriers to success,
and where employees are not wanting to go. Interview
repatriates, both successful and failed, to obtain a
complete picture, " says Swan.
Some of the most common themes that prevent
participation in global mobility program include:
* Issues of cultural fit. " Typically, the most common
obstacles are visa and immigration requirements and
timelines, language barriers, and cultural differences, "
Wilson explains. " Companies can mediate these obstacles
by planning ahead to align visa and immigration timelines
with the timeline of the business need and by offering
language and cultural adaptation services. "
According to Swan, other common obstacles include
employee concern about the host location's acceptance of
social and cultural differences, such as sexual orientation,
and worries of social isolation and feelings of being
" disconnected " upon the assignment's end.
[18]
HRO TODAY MAGAZINE
|
JUNE 2018
Six Steps to More
Diverse Mobility
Programs
1
2
3
4
5
6
Evaluate the current state of the
mobility program.
Identify areas of program focus.
Set clear and specific goals.
Engage leadership.
Gather feedback and measure results.
Collaborate externally and share best
practices.

HRO Today June 2018

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

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