Tag Archives: global mobility coaching

“We need to take a stance and stand up for minority and female talent now.”  @angieweinberger

Are you a Senior Manager or a Global Mobility Professional, perhaps the Manager of the Global Mobility Program in your company?

How many times have you had the realization that your Global Mobility Program is not diverse enough? Are you concretely working to achieve your company’s Diversity and Inclusion (D&I) goals and do you foster more inclusion within your team?

Let’s see together how you can actively help to fill the current gap in diversity seen across organizations. 

What is a “diverse and inclusive organization”? 

An organization is diverse when it encompasses all aspects of the employees from age, gender, ethnicity, sexual orientation, family status, and background. However, an organization is also inclusive when minority groups participate in the decision-making process and contribute to breaking the career glass ceiling. Besides being meaningless, diversity without inclusion does not drive team performance either (Czerny and Steinkellner, 2009). To quote the Prime Minister of Canada Justin Trudeau, “inclusive diversity is a strength.”

Why do we need more minority and female talent in Global Mobility?

A KPMG survey highlighted that the majority of Global Mobility Programs do not have specific Diversity and Inclusion objectives as part of their department’s strategy. But why is that? 

According to 59% of the respondents, the reason is that candidates for international assignments are chosen by the business unit and not Global Mobility. This is true, however, why should you not encourage the business line to include more minority and female talent in their selection. Should your role not be to challenge the business when they always promote and select the same kind of talent?

Another 31% consider the movement of people to new countries and cultures as diverse and inclusive by its very nature and do not think that further D&I goals are needed. We think this is too short-sighted and a biased view of the world. Diversity and Inclusion at this stage need to be more than affirmative action. We need to actively push to integrate more minority and female talent into our expat populations. 

What you consider a minority will depend strongly on your home base country, usually the country where your HQ is based. However, I strongly recommend that you consider more second-generation immigrants, People of Color and refugees.

Only 41% of the respondents say they have D&I objectives as part of their Global Mobility department strategy.

You certainly have acknowledged that meeting these goals is not easy. Here are the common challenges faced by most Global Mobility Programs.

1 – There’s a data gap on most aspects of diversity 

Apart from gender and gender identity, there is a  scarcity of mobility-related data on most demographics (KPMG, 2018a). This makes it difficult for Global Mobility Teams to identify problem areas and solutions related not only to religion, ethnicity, and disability status but also to educational, professional, and socio-economic backgrounds. 

2 – There are still too many biases and stereotypes

As you can easily guess, this issue particularly affects how women are represented within the international mobile population. Currently, women only make up from 20% to 25% of it (PwC, 2016; MacLachlan, 2018), which shows how much more work is needed to fill the gap. 

The good news is that 88% of the women (PwC, 2016) feel that they need international experience to advance in their careers. The bad news is that there is a strong perception that women with children don’t want to work abroad. To make it worse, traditional mindsets still typically associate men with international assignments. 

Interestingly, however, the data doesn’t say the same. 66% of women would be happy to work abroad at any stage of their career (vs 60% for men), and only 17% of women cited the well-being and education of their children as a concern preventing them from embarking on an international assignment (vs 22% of men).

How many times have you consciously or unconsciously assumed that someone would not be able to perform their jobs effectively due to the situation in host locations? Or that they simply would not want to go on assignment due to family constraints, for example? Before assuming, just ask. 

3 – There’s a lack of transparency over who is assigned and why

Let’s look at gender again. Data speaks loud and clear, and it’s worrying. 

According to 42% of women (PwC, 2016), organizations don’t have a clear view of employees who would be willing to be internationally mobile. This means that you may be choosing from a narrower pool than necessary. 

What’s more, only 13% of women who have been on assignment said that their employer has a program that positions Global Mobility as a core part of an employee’s career plan. 

4 – There’s a lack of flexibility in assignment choices 

You might not know that shorter and more flexible short-term assignments are notably more popular among women than men (PwC, 2016). In particular, women tend to give favorable consideration to frequent business travel based in their home country, fly-in/fly-out commuter assignments, short (6-12 months), and very short-term assignments (less than 6 months). If you expand the list of available options, you can match a wide variety of business demands. 

5 – There’s a lack of diversity among the pool of candidates 

In traditionally male-dominated types of work, such as construction and mining, casting a wider demographic net may be impossible. Likewise, some candidates may not go after mobility opportunities because they feel they are out of place. This explains why, for example, women, older workers, and people with disabilities may not raise their hands for relocations to oil rigs or construction sites. At the same time, minority groups may feel discouraged because they lack role models.

6  – There are barriers posed by external factors 

The definition of family has expanded to include same-sex couples for most mobility teams — rising from 17% in 1999 to 70% currently (KPMG, 2018a). However,  attitudes and laws in many countries have not kept pace. A majority of countries don’t allow same-sex marriage, and homosexual acts are illegal in at least 69 countries. According to the Human Rights Campaign Foundation (2021), there are still 7 countries where there is the death penalty for same-sex sexual conduct. 

How can you benefit from being more inclusive?

Even though it may seem that the global business case for boosting Diversity and Inclusion is clear, the reality is still shockingly stuck in the last century. I even observe that we have gone back three steps in supporting minority and female talent over the last 25 years.

In my view, if you want to expand your global competitiveness, you need to be a pioneer of equal opportunities, promote acceptance and understanding, and highlight the value of each of your employees. You need more than unconscious bias training for managers. You need to establish facts. And facts are only established with data.

1 – You tap into a bigger pool of resources

Establish concrete goals for sending minority and female talent and persistently work towards achieving them. You will then automatically broaden the pool of talent from which the mobile population is drawn. This way, you will also help ensure that the executive pipeline reflects your customer base, developing a more diverse group of future leaders. Report the data regularly to your Senior Management. Without data, nothing will change.

2 – You control costs better

One of the main mobility cost drivers is not related to pay packages and policies as such but to the fact that companies often have a limited choice of candidates for assignments. A broader talent pool facilitates assignment success and indirectly helps control costs better. You depend less on only one candidate and can negotiate better packages if you have a broader pool. You probably also have better candidates if you have more than one in the pipeline.

3 – You improve your brand and reputation as an employer of choice

Having international experience is nowadays a precondition to reach top managerial levels within many multinational companies. Employees develop essential skills and build a network that boosts their careers immensely. It’s therefore important that you promote mobility as part of your talent brand. If you do that, you will also be advantaged when competing for minority and female talent. In your reviews and competition for being an “Employer of Choice”, offering international opportunities to minority and female talent will put you ahead of the competition.

Resources 

https://www-srf-ch.cdn.ampproject.org/c/s/www.srf.ch/article/18661443/amp

Murchie, F. (2020). Women on the front line. Relocate Global, Summer Issue 2020, p.13 https://content.yudu.com/web/fiqy/0A3p9yp/Summer-2020/html/index.html?page=12&origin=reader

https://attitude.co.uk/article/meet-the-head-of-the-united-nations-lgbtq-staff-network/23388/?fbclid=IwAR3iICb0qbAqf2lZWoerrUxYTkKIIgBrd7qBs3EWtgReDadvT54I9BoEDi0

https://www.vox.com/policy-and-politics/2020/5/18/21260209/facebook-sheryl-sandberg-interview-lean-in-women-coronavirus

https://www.theatlantic.com/business/archive/2020/06/three-degrees-racism-america/613333/

 ​https://www.bbc.com/worklife/article/20200724-why-imposter-syndrome-hits-women-and-women-of-colour-harder 

https://www.fidi.org/blog/expats-with-disabilities?utm_source=linkedin&utm_medium=socialseeder&utm_campaign=2020+07+%2F+01+-+Expats+with+disabilities%3A+why+the+lack+of+accessibility+is+holding+us+all+back

References 

Czerny, E. J. & Steinkellner, P. S. (2009). Diversität als Basis erfolgreicher Teams. Eine ressourcenorientierte Betrachtung. Unpublished Working Paper, Vienna: PEF Privatuniversität für Management.  

Human Rights Campaign Foundation. (2019, Sep. 23). World Report 2019: Human Rights Watch Country Profiles: Sexual Orientation and Gender Identity. Human Rights Watch. Retrieved June 18, 2020, from https://www.hrw.org/video-photos/interactive/2019/02/28/human-rights-watch-country-profiles-sexual-orientation-and

Human Rights Campaign Foundation. (2021, April. 23). World Report 2021: Human Rights Watch Country Profiles: Sexual Orientation and Gender Identity. Human Rights Watch. Retrieved June 04, 2021, from
https://www.hrw.org/video-photos/interactive/2021/04/23/country-profiles-sexual-orientation-and-gender-identity 

KPMG. (2018a). Inclusion and Diversity: How Global Mobility can help move the Needle. KPMG. Retrieved May 13, 2020, from https://assets.kpmg//content/dam/kpmg/xx/pdf/2018/06/global-mobility-inclusion-and-diversity-how-gms-can-help-move-the-needle-FINAL.pdf

KPMG. (2018b). Inclusion and Diversity in Global Mobility. KPMG. Retrieved May 13, 2020, from https://assets.kpmg//content/dam/kpmg/xx/pdf/2018/06/global-mobility-inclusion-and-diversity-how-gms-can-help-move-the-needle.pdf

Maclachlan, M. (2018; Mar.). Why Female Talent Are the Future of Global Mobility. Learnlight. Retrieved June 18, 2020, from https://insights.learnlight.com/en/articles/female-talent-future-global-mobility/PwC. (2016). Women of the world: Aligning gender diversity and international mobility in financial services. PwC. https://www.pwc.com/gx/en/industries/financial-services/assets/women-of-the-world.pdf

Over the last twenty years in Human Resources, I noticed that a lot of international talents were frustrated in the process of moving to another country for work. It was not only because their companies paid them another package than what they expected. It was also because a lot of international assignees underestimated the challenge of moving to another country.

For example, expats moving to Switzerland often think it will be easier to find affordable childcare, high-quality apartments, and a job for their “trailing” spouse. Most expats believe it will be easy to learn the local language (or they even think we speak English). Most expats believe that they are going to have a great career step after their repatriation. I have seen a lot of anger when assignees went to another country and when they returned home and did not get that promotion or the role they were hoping for.

Regularly, I have clients break out in tears because they feel overwhelmed by the international assignment experience. When I worked in India and when I moved to Switzerland from Germany it was not always just “Cricket & Bollywood” or “Cheese & Chocolate”.

Five Gaps in the Global Mobility Approach

There are five gaps in the Global Mobility approach and I think this is true across industries and countries.

  1. Expats are often selected on an ad-hoc basis and intercultural competence is hardly ever taken into account in the selection process. Female Expats are still greatly underrepresented.
  2. International assignments hardly ever have a- business case showing assignment drivers, measurable targets, expected gains, growth opportunities, assignment costs and a repatriation plan for the expat.
  3. Most companies lack succession plans where repatriates could be included with their future roles and often expats are overlooked when it comes to filling roles in headquarters or when promotions are due.
  4. Global Mobility Professionals are hardly ever considered strategic partners of the business. They are often just seen as administrators of the process while the decisions about who is going where are taken solely by the business.
  5. The Expat Family is hardly considered in the Global Mobility Approach. Only a few forward-thinking companies offer career support for spouses. I have not seen any company who helps with educational considerations and advice for the Expat Children. Relocation companies only give minimal support and hardly understand the concerns of globally mobile parents. Most relocation consultants have never moved to another country in their lives.

There are also five global trends that have made Global Mobility more difficult in the last 10 years.

Budget cuts due to the Coronavirus Pandemic

The financial impact of the global coronavirus pandemic has yet to be fully calculated, though McKinsey and the BBC have presented analysis based on the available datasets and the outlook is bleak. Combine that with the fact that the world was still recovering from the worldwide financial crisis of 2008 and you realize how deep the effects are. With both crises, it has been observed that travel and expat budgets get reduced to a minimum. With the current pandemic, especially, that has left Expats stranded, with their support system from the employer vanishing. The Expat Experience coming out of this COVID-19 driven financial crisis – will get worse.

Many Expats and Repatriates are finding themselves unemployed in their respective home countries. We also see that companies are struggling to sustain, with even large organizations filing for bankruptcy (like Virgin Australia). More are merging or getting acquired. Even those that have managed to transition to a work from home structure have had to downsize, with the working employees not guaranteed fixed working hours, which means that job security for all staff is non-existent. Especially in the EU, many countries are new to this kind of unstable job market and do not yet have the tools and systems in place to allow their workforce to work fluidly and flexibly from anywhere. Cherished and spoilt expats dwell on the verge of desperation because they have been made redundant, even if they may not be at the end of their contract.

Local Plus is the New Black

Other expats receive a local contract without really understanding what that means for their social security, long-term pension and often they do not know that their work and residence permit depends on their employer too. Employers find “Local Plus” convenient but they do not really consider all the risks these moves entail because many business decisions in the last ten years are driven by controllers.

The Talent Gap

We now lack the critically needed talent in important growth areas. Programmers and engineers are examples of professionals that are in high demand.- There is certainly a mismatch and gap between demand and supply. There are a number of reasons related to the sourcing process as well. Recruiting has become a science and needs to go through a transformation. Recruiters need to learn to cope with the demand and supply in a globalized market of talents. Check out Avoiding Global Talent Acquisition Failure – Six Basics To Add to Your Recruiting Guideline. Language is still one of the main barriers to an influx of highly skilled migrants in Europe. Even though we launched the green card and blue card initiative we have not managed to attract the potential and talent needed within the EU for example in IT.

Health and Security Concerns Hinder Free Movement

Security concerns are growing in Global Mobility. Expats frequently face acts of terrorism, natural disasters, mugging and burglary as well as health issues. Check out Global TV Talk to gain perspective on this. While often the issues are normal in the local environment they can also be inflated disproportionately in our media. The images we have of countries such as Pakistan, Iran, and Afghanistan to name a few make it hard to convince families to work in these countries. Each terrorist act — in Istanbul, Jakarta, Tunis, Paris or Beirut will reduce the willingness of expat families to move into these cities even though expats probably have the best security support you can have in these locations.

Global Migration Challenges

Look back to 2015, the year global migration became pop culture. The term “refugee crisis” was coined in Europe. Even though we have had proportionately more refugees coming to Europe since the Arab spring started in 2011 in Tunisia, we all had more interaction with refugees since 2015. While I am personally concerned about the right-wing propaganda, I do understand that the intercultural and societal challenges of integrating refugees at least temporarily are considerable. – I am concerned about discriminatory practices in Recruiting and Global Mobility. In 2020, global migration faces another challenge in the form of the travel restrictions that have been imposed on the entire world by the highly infectious COVID-19. Many countries are not letting in any people, especially those on temporary visas (such as temporary work visas). Delays in paperwork processing due to shutdowns, mandatory quarantine periods and more means that a highly qualified international workforce has been robbed of all mobility.

All of this has led to Global Mobility being flawed, expats not able to go on international assignments anymore and overwhelmed GM Professionals who feel the pressure from all ends as they are in the firing line of assignees, business line, talent, HR and Finance managers. In addition to having been undervalued, overworked and squeezed by their interest groups, classical Global Mobilitytasks have been outsourced to Third-Party Service Providers and Shared Service Centers, or put on indefinite hold for those organizations that have stood down their employees and halted operations.

Working in Global Mobility used to be a career dead-end and a Sisyphian task. We roll up the stone assignee by assignee only to see it roll down again. We run KPI report after KPI report only to be told that no one knows what we are doing or who we are. We are often managed by HR Directors who don’t get us. We are online 24/7, involved in GM improvement projects, listen to depressed spouses in our evenings and do not get the promotion or salary we deserve.

But there is hope. I am not willing to give up. Yet.

We see the change in Global Mobility.

The more complex our global markets become, the more we need to reevaluate our assumptions of how we run Global Mobility

We need global leadership competency in our international talents and if they do not have it yet we need to send them out on long-term assignments earlier in their career. We should force expats to learn the local language and coach them through the Expat  Experience. Intercultural briefings are not enough anymore.

We need to ensure that there is a- Global Mobility Business Case showing assignment drivers and targets, expected gains or opportunities, assignment costs, and a repatriation plan. I explain this at length in “The Global Mobility Workbook (2019)” and my lectures.

We need to implement succession plans and add our current assignees as potential successors. We need to ensure that the knowledge, skills, and network they gain while on assignment is appropriately reflected in their following role and repatriation plan. We also need to ensure better handovers to their successors in the host location.

We need to upgrade the GM Profession- and the GM function needs to sit closer to business development and potentially move out of HR. We need to up-skill the case managers and train GM Professionals for a consultative approach where they can work as trusted partners with the business line managers.

We need to consider the Expat Family in the process more by providing spouse career support, elderly care and educational advisory. We also should offer 24/7 support to our expat families in crisis situations such as marital issues. A helpline to professional counsellors is needed.

What I believe in and what makes me get up in the morning:

  • I believe that Western managers of my generation and the baby boomer generation have to develop their relationship-building skills before becoming effective leaders of global teams. The performance of most global teams can only improve through higher global leadership competency following a holistic global competency model.
  • I believe that a great Expat Experience is linked to assignment targets, an international assignment business case and a repatriation plan and also to the Human Touch.
  • I believe that companies will focus more on creating succession plans and ensure that roles are filled in a more structured manner, handovers improved and teams will function more self-managed going forward. Leadership itself will change significantly.
  • I believe that GM Professionals have the potential to become critical players in the international growth of businesses post-crisis and are valued more as the subject matter experts that they are. They will move out of HR and be closer to business development.
  • I believe that assignees and spouses need to have a valuable intercultural experience and both can further their career and life vision together. Expat children need support in moving from one culture to another and even though they might be multilingual at the end of their school life, they have to cope with identity loss and loss of their roots.

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FlyMe! – Boost Your Global Mobility Career in 180 Days 

Globe and Covid19
The Smell of the Big, Wide World awaits you.

The Smell of The Big Wide World Where Adventure Awaits You

It’s Monday morning at 8 AM and instead of starting your laptop to go through another uninspired day of filling forms online and playing appointment bullshit bingo with your colleagues you look at the map of the world that is hanging in your home office. You have been home too long and you wish to smell the spices in a market in Amritsar, walk through the East village of New York City, sit in a rickshaw in Lahore or go on a hike in Northern Italy.

The big wide world, it’s never been so hard to get access to it. You are thinking about moving into the field of Global Mobility because this might at least give you the option to feel connected to the wider world than your home village.

You have experience in the relocation industry and you sometimes feel that you are not entirely clear on basic knowledge of Global Mobility which would help you to serve your clients better. Recently, you have considered that being a Subject Matter Expert in one area of Global Mobility might be a good career path for you but you are not yet sure which area you would enjoy most.

You have lived in your home village for most of your life and you would like to get a job that you can take to other countries. You would like to deepen your knowledge of other cultures and work in a global context where you speak English most of the time.

You Could Join us and Become a Global Mobility Specialist

If you would like to become a Global Mobility Specialist or deepen your knowledge, improve your skill set and build your professional network at the same time, this program is for you. FlyMe! helps you to understand the world of Global Mobility and even gives you insights into intercultural collaboration. Being part of the global network of the Expatise Academy™ we will not only help you technically, you can also book individual coaching sessions with Angie Weinberger in case you feel stuck or need advice from an industry Yoda. You will also have access to other industry experts and meet colleagues based in other countries than your home market.

FlyMe! Boost Your Career in Global Mobility in the next 180 days.

Angie Weinberger wrote the FlyMe! content which is essentially a digital version of the Global Mobility Workbook (2019). From us you will receive a weekly chapter with homework. In addition we give you 12 months access to our #RockMeApp. The #RockMeApp is an online platform for our clients where you define your career goals, learning targets and weekly practices. You are also invited to a weekly reflection exercise. Angie Weinberger reviews your input and will give you pointers on how to work on your Global Mobility career.

You can also buy coaching sessions with Angie Weinberger as per our Terms and Conditions.

FlyMe! is included in the Expatise Academys New Program for Relocation Professionals and GM Newbies. You will receive a EUR 200 discount if you sign up before 30 June 2020. You just have to mention “GPT” when you sign up.

https://www.expatise.academy/comprehensive-courses/hr-gm-for-relocation-professionals/

The regular tuition fee amounts to EUR 1’950 + VAT per participant.

The Full Program includes:

  • A 12-months license to the use of the online Global Mobility certification course © by Expatise Publishers with video and audio lessons, Q&A tests, topical libraries and peer communities.
  • A 12-months license to the use of the MemoTrainerApp © ANewSpring;
  • A digital copy of the Expatise Handbook for Global Mobility Professionals © by Expatise Publishers;
  • A 12-months license to the use of the FlyMe! program © by Angie Weinberger;
  • A 12-months license to the use of the RockMeApp © by Angie Weinberger;
  • A Certification and EC-registration,
  • The membership of the Expatise Alumni Network.

Additionally, the participant can opt for extension of this program with six one-hour live webinars with our lecturers for EUR 210 + VAT. VAT will be applied where appropriate. Expatise Academy will set up live webinars depending on demand.

Click here to sign up and for queries.