HRO Today June 2018 - 19

Special D&I Report
* Career concerns. Employees want to ensure that an
international assignment will have a positive impact on
their career path. " Another obstacle is the perception
that working away from headquarters might hinder the
person's career. There's the fear that being out of sight is
like being out of mind, " says Valadez.
* Personal family challenges. The third and perhaps the
most complex barrier to overcome is family matters.
Wilson says that the most frequent family concerns include
situations like:
o A single parent moving away from their support
network.
o An employee supporting elderly parents.
o A same sex couple whose relationship may not be
legal in the destination location.
o A spouse that might not qualify for work permits in
the new location.
o A spouse that does not desire to put their career on
hold.
o An employee whose religious beliefs require an
atypical work week.
" These obstacles often do not get discussed in detail
and are lumped under 'family reasons,' " she explains. " A
company may not have the data for specific reasons the
employee has declined. The mobility industry also does not
generate this level of detail in surveys. These obstacles may
be more difficult for a company to mitigate, as often an
employee does not fully share the reasons for declining. "
Developing a Plan for Success
Once organizations identify the possible barriers that
diverse candidates confront in relocation programs, HR can
begin to evaluate their existing programs. The results of
this assessment can provide guidelines by which diversity
goals for a global mobility program can be set and
communicated throughout the organization.
HR leaders need to ensure that these goals are
unambiguous, specific, and consistent with greater
organizational diversity strategies. " A weak program
framework that includes poorly communicated policies
and procedures cannot support the structure required to
collaboratively strategize, increase levels of efficiency, or
ultimately execute a strong, global vision, " Swan says.
A top-down approach that is spearheaded by
organizational leadership guarantees the best results.
" With the globalization of business, having the continuity
of the organization's diversity and inclusion strategy
starting at the top-the CEO-makes it more likely to be
completely ingrained in all aspects of the business, " says
MoveCenter's Freeman.
Wilson of NEI Global Relocation agrees that securing
an executive sponsor to advocate for the initiative and
approve suggested strategies is essential. A collaborative
and flexible team with a clear leader is most likely to
deliver the best results. " When an executive sponsor
is identified, business leaders can then identify the
stakeholders from various departments within the
company, such as talent management, diversity and
inclusion, and global mobility. This initial group will outline
the objectives of the company and develop a preliminary
strategy for approval by the sponsor, " she explains.
Once approved, this strategy should be developed into a
well-designed plan that addresses diversity across three
stages: the selection and decision stage, the pre-move
planning stage, and the on-location stage.
Standardizing Selection
A diverse sourcing and selection process that features
unconscious bias mitigation efforts is essential for fair
sourcing of relocation candidates. The 2015 Global
Mobility Trends Survey by BGRS found that 78 percent of
companies don't utilize any type of candidate assessment,
formal or informal, for selecting individuals to go on
international assignments. To aid with this process,
assessment tools can be used to great effect.
" There are a variety of assessment tests available to aid
employers in selecting their expatriate personnel, " says
Freeman. " They focus on key areas such as flexibility;
open-mindedness; global knowledge; strategy; people
skills, including their ability to bridge cultural differences;
and the candidate's motivations for seeking or accepting
an international assignment or permanent move. The
profile results aid savvy employers in selecting a candidate
whose intercultural adjustment will be most successful. "
Although assessment tools provide very useful feedback
regarding employee competencies and their ability to
succeed in relocation assignments, Graebel's Valadez
believes that they should be used as tools for insight rather
than decision-making.
JUNE 2018 | www.hrotoday.com
[19]
http://www.hrotoday.com

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
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