Written by Emma Dodwell-Groves, BGRS
Organisations are widely beginning to address diversity, equity, and inclusion (DE&I) in their mobility programs.
They are considering, perhaps for the first time, unconventional families, differing levels of accessibility, neurodiversity, gender and sexual orientation safety concerns, and a wide array of other disclosed or undisclosed diversity needs that may not have been addressed in traditional ‘one size fits all’ policies.
Not only is it a legal responsibility and a talent imperative in many locations to support the needs of protected groups, but since we all have our own diverse circumstances, priorities and motivations, these changes benefit all mobile employees.
The shifts to mobility programs most commonly include an array of practical alterations to policy language and provisions, increased flexibility, and increased visibility and transparency to support diverse demographics that may otherwise not have felt they had the opportunity to relocate. However, the often-neglected angle of DE&I in mobility is the strategic and proactive role that mobility can play in broader organisational DE&I objectives.
More than just moving people
Mobility as a function has long sought a more prominent ‘seat at the table’ with regards to involvement in organizational talent. Mobility is known as a functional way to move talent from point A to point B and redistribute key skills and is often identified as a means to develop future leaders (formally or otherwise). But in addition to skills gleaned such as international experience, global mindset development, and regional networks, you can add developing a more inclusive mindset and a better understanding of diversity.
These attributes aren’t automatically bestowed upon a mobile employee by default when they relocate, but if they are provided with training, and a framework of understanding is provided, then strategic exposure to diverse cultures, ways of working and attitudes can improve empathy, listening skills, self-reflection, awareness of biases, and a greater appreciation of the value that diverse perspectives provide.
Mobility is uniquely positioned not only to support and encourage more diverse mobile employees right now, but to consciously grow and develop a pipeline of leaders with experience of diversity and an inclusive mindset for the future.
This piece is from The RES Forum’s research paper – Diversity, Equity and Inclusion in post-pandemic global work. You can download the paper here.
For more information about the RES Forum, follow us on LinkedIn.
BGRS develops and implements comprehensive talent mobility solutions for corporate and government clients worldwide. By combining deep industry experience and unparalleled insights on the future of talent mobility, we enable our clients to design mobility programs that empower them to attract, retain, and develop top performers. With more than 1,400 people across six continents, we blend global perspective with local market strength and international business.