HRO Today June 2018 - 21

Special D&I Report
planning around repatriation creates uncertainty and
fear among employees, and the perception that they
will be " out of sight, out of mind. " According to BGRS'
2015 Global Mobility Trends Survey, 82 percent of
respondents reported that they didn't have a career
management process for assignees, and 86 percent
indicated they didn't have a formal repatriation strategy
linked to career management and the retention of
international assignees.
By providing concrete timelines and plans for
repatriation, employers can offer a measure of comfort
and stability that will enhance program participation.
According to Valadez, " To help overcome the 'out of
sight, out of mind' perception, the company should share
clear expectations about the assignment, including the
value and skills it can bring to the assignee's career and
the value it contributes to the organization. There should
also be a timeframe associated with the assignment and
plans for repatriation to answer the assignee's important
question: 'What happens after I return?' "
Providing On-Location Support
While sourcing diverse candidates and providing the
necessary education, fl exibility, and career planning
can greatly improve relocation program diversity,
organizations must provide support throughout the
duration of the assignment as well. Connecting assignees
with local affi nity groups and mentors is a solid approach.
" For the assignee, the manager can identify a host and
home country 'work buddy' or mentor to help keep him or
her engaged, connected, and involved in both locations, "
Valadez explains. " Managers should stay close to their
assignee's experience, setting expectations for the current
assignment while developing opportunities for the future.
This will give the assignee confi dence that repatriation
will be successful while ensuring a greater probability of
retention. "
Companies that are able to follow through on their
diversity goals across these three levels of the relocation
process will see profound results in their business and the
happiness, productivity, and diversity of their talent.
Reaping the Benefi ts
By Glynnis Swan, senior global operations manager, CapRelo
By encouraging collaboration and aligning the traditionally separate diversity and inclusion and global mobility
functions, an opportunity to not only mobilize diverse talent but to stimulate high individual and organizational
performance globally is recognized. In addition to increasing the accessibility of global opportunities to a diverse
set of employees, benefi ts of a more inclusive relocation program include:
* Expanded, global recruitment of new and diverse talent.
* The ability to quickly and more effi ciently deploy talent to priority locations both domestically and
internationally.
* The ability to effectively emulate evolving talent and client demographics in new markets.
* The creation and nurturement of a diverse pipeline of globally-minded leaders.
* Increased global mobility ROI and positive impact of assignments.
JUNE 2018 | www.hrotoday.com
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HRO Today June 2018

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

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