Easy to Implement Ideas for Inclusion
A famous Swiss supermarket had an incident where an employee in the sales area wanted to wear a head scarf, but they did not allow her to do that, so she resigned. Unfortunately, this happens to a company that promotes being open and living diversity, equity, and inclusion. I don’t see a s*** storm happening, and it seems that in Switzerland, this is acceptable, and I’m afraid I have to disagree.
In Switzerland, the land of Zwingli and Calvin, the majority religious group is Roman Catholic, with approximately 37% of the Swiss population. The reformed Evangelical community makes up 25%. 5% of the Swiss population is Muslim, mainly from the Balkans and Turkey. Around 30% of the population have no religious affiliation.
According to Wikipedia, there are approximately 20’000 Jews in Switzerland, and more than 50 percent of Jewish households reside in Zurich, Geneva, and Basel. There is also growing concern about antisemitism in Switzerland, as in many other countries in the world.
With global polarization growing, I am compelled to remind everyone how we can contribute to building a more inclusive work environment. If you haven’t yet bought “The Global Rockstar Album,” this would be an excellent first step.
How you can help Religious Minorities in Companies in Switzerland
Multinational companies in Switzerland promote an “inclusive” culture. Everyone should have the same opportunities within the company, regardless of their religious or cultural background. While I often hear that Switzerland is so intercultural because it has four different language regions and is located in the middle of Europe, I experience a different reality. In public discussions, we discuss differences but hardly touch on pragmatic solutions for helping each other get along. Here are 14 easy-to-implement ideas to make your minority employees feel more included in your workforce.
We help our clients gain confidence. We point out that Switzerland is an open country with a long history of religious freedom. That includes the freedom to not believe in anything at all. We raise the intercultural competence of the employees in the companies we work with, but we cannot reach everyone in the country. I am embarrassed when I hear stories of attacks, fear, and overt discrimination. We wish for our clients to be welcomed with open arms in everyday life and in the companies they work for, regardless of their cultural and religious backgrounds.
Since 2000, I have observed that many global companies have developed intercultural competence in their staff and managers, mainly through training and legislative minimum standards. While this is better than nothing, more is needed. In Switzerland, the current trend in diversity training is to uncover our “unconscious bias,” i.e., how our unconscious stereotypes affect our hiring and promotion decisions. We tend to like people who look like us, think like us, behave like us, and come from similar backgrounds. This is also called the “Mini-Me syndrome.”
I don’t see many corporate discussions around intercultural, interracial, and interreligious differences and commonalities. The main reason is that these differences tend to be seen as personal differences more often than cultural differences outside of intercultural training. Once there is a conflict, it is usually attributed to the individual rather than cultural background. Or the other way around: Negative judgments are attributed to cultural background rather than individual behavior. Hardly anyone I know has enough knowledge to distinguish between a stereotype and a tendency (that might not be a stereotype but true for most people with this cultural background, provided they have spent most of their lives in that cultural background).
We should encourage intercultural discussions more often. Awareness creates acceptance in a multicultural environment. In Tourism, we treat customers differently according to their cultural background. By considering a few minor but effective adjustments, companies can provide a discrimination-free environment and welcome everyone with open arms.
1) Religion is a private matter for every employee, and it should not affect their work performance. If we focus our assessments on performance rather than on person, we are on the right track.
2) Minorities might need short breaks to pray. If we use a trust-based time management system rather than strict time control, we can ensure that religious minorities have prayer time during the day.
3) In hospitals, physicians must learn gender-related rules that religious minorities must observe, especially when a man treats a woman. In case of doubt, ask the patient.
4) In tourism, we must learn what is important to clients from the United Arab Emirates or Saudi Arabia. For example, due to the ban on burqas, we might no longer be able to serve those clients in Switzerland.
5) In the police, we need to move away from stereotyping and get a clear understanding of why many young men feel overburdened with life in another culture. At the same time, their families at home depend on their financial support.
6) As therapists and other health care professionals, we need to learn how the trauma of war and being alone when you come from a collectivist cultural background might affect your psyche. We also need to understand that counseling might not be a concept in many of the home cultures of minority employees (assuming they did not grow up in Europe or the US).
7) We need to differentiate the social classes of the person we speak to. If you have an Islamic banker or a writer who has fled from Afghanistan, then you are likely to have no misunderstandings because you can communicate with both in German and English. But if you talk to a less educated colleague who has just arrived in Switzerland and does not yet speak the language well, then you will need to simplify your language and use techniques to check if he or she understands you. Avoid speaking in the child’s language and use proper German or English.
8) To better deal with cultural differences, we must train our staff members as authorities, medical assistants, personal assistants, and company receptionists. It would help if they were less judgemental and more understanding of inclusion.
9) We can get the basics right for inclusion. Muslims, Jews, Hindus, Jains, and many other religious minorities need to know what they eat and drink. You can install signs in the canteen and explain what is in the food. You can offer one vegetarian, vegan, halal, and kosher dish. It would be best if you did that anyway in a modern canteen.
10) Stop forcing anybody to drink alcohol: At the infamous Swiss Apéro, you can show which drinks contain alcohol and explain that everyone is welcome, even if they don’t like wine. You can make it a point to offer non-alcoholic cocktails and accept that people will cheer you with a glass of water (even if that is against the “Knigge”).
11) You can approve extended holidays over festivals to fly or drive home. You can adapt your company policy to give more flexibility for different religious holidays by providing a holiday budget. This is especially helpful in restaurants and other businesses with a large proportion of migrants
12) We can congratulate religious minorities on their holidays. Maintaining a global holiday calendar and working out content for your in-house communication is easy.
https://www.timeanddate.com/holidays/
13) We can provide prayer and meditation rooms for our staff. This will help all staff members have quiet zones to contemplate, pray, or meditate in these hectic times. This would help all of us, and offering group meditation courses could be a well-being perk you provide in your company because you care about the well-being of all employees.
14) We can provide more internship opportunities to refugees. Many refugees cannot prove their formal qualifications and will fall through the roster of our recruitment processes. Still, we could see how they work if we provide them with more internships. An internship is an excellent way for you to learn more about an employee. We need to change our policies to offer internships to anyone (and take out the age limit). We would also help women who have a hard time returning to the workforce after a career break if we offered more inclusive internships with fewer barriers.
I hope these 14 pragmatic ideas will help you build an environment where your religious minority employees feel more included.
If you want more customized advice, please contact me at angela@globalpeopletransitions.com or book an appointment via Calendly: https://calendly.com/angieweinberger.
Joseph Shaules and Ishita Ray discuss intuition and the “feel-good fallacy.” This is a highly critical discussion of intercultural interactions and #globalcompetency. Many of us fall into this trap and think having the right attitude or mindset is sufficient to “do right by the other”. This is largely a minimizing assumption, denying embodied cultural beliefs, values, and behaviors.
Listen to the latest episode of the #DeepCulture Podcast: Cultural Intuitions and the Feel-good Fallacy to understand why. In this episode, Ishita Ray and I explore cultural intuitions–the ability to “read the air” and interpret our environment.
Resources
https://www.simplywigs.co.uk/blog/are-head-wraps-appropriate-for-work-absolutely/
https://www.sciencedirect.com/science/article/pii/S0147176722000918
https://en.qantara.de/content/germanys-headscarf-ruling-the-things-headscarves-reveal
https://www.ncbi.nlm.nih.gov/books/NBK499933/
https://rm.coe.int/intercultural-competence-for-all/16808ce20c
Our Ten Commandments for the Global Mobility Manager
We have lived in a world dominated by political, economic, and environmental uncertainty for many years. However, the past three years have been exceptional and challenging for most of us. The global health crisis caused by Covid-19 has brought the planet to its knees. The pandemic impacted all aspects of life and radically changed the way we work. The world of Global Mobility will never be the same. We are beyond Global Mobility and ride into a new way of working.
Considering the impact caused by the pandemic, it does not take a fortune teller to foresee that Global Mobility Managers will have to deal with the blow of the crisis in the years to come. If you thought that one global crisis was enough, you were up for a shock in February of this year when Russia invaded Ukraine.
Geopolitical tension, including in and around China, seems more pervasive than ever. Insecurity around energy, food supplies, inflation, and other dystopian scenarios causes many anxieties and mental health issues. The Global Mobility Manager of 2022 is a crisis manager. All “crisis” cycles show that Global Mobility Managers remain incredibly resilient and constantly come up with immediate and creative solutions to face issues that arise overnight.
Imagine the difficulty of suddenly repatriating an Expat (or an Expat family) who was temporarily on holiday in a third country and remains stuck there without any other assistance. You might have to find a quick solution for someone about to go on assignment but had to postpone their departure. Their household goods are on their way to the host location. You book a serviced apartment for them in the home country.
Teams in war zones continue to work or relocate to a haven, refugees integrate into the workforce, and business travelers overstretch their stays in locations and create a tax liability.
Having handled many crises in the past, guarding the lives of Expat families has become our daily bread. We continue to bring the human touch back into Global Mobility. As I already mentioned in my book in 2019, it is more important for all of us to keep our sanity. Putting on our oxygen masks and working on our inner strength is more important than ever.
Let’s continue to build up our support gang and raise the next generation of Global Mobility Managers through an excellent education with the Global Mobility Master Course at the Erasmus University in Rotterdam. I also favor a mentor system where experienced Global Mobility Jedis foster and guide a Padawan. (Yes, I draw much inspiration from movies, books, and music.)
When you need guidance, we all have our favorite book, and I turned to my religion for advice and found a fantastic guideline for the winter to come.
1) I am the EXPAT, your client: You shall not have strange people before me.
Our Expat population is changing. Nowadays, an ever more diverse population is embarking on international assignments. Expats vary in cultural background, family situation, age, gender, etc. Addressing these groups’ needs in a one-size-fits-all policy is impossible. A more diverse workforce equals various individual assignees’ expectations, resulting in a proposition that might be desirable for one employee while not appealing for another. The Expat is our main client. We need to take care of their interests before we consider other parties in the process. In case of doubt, focus on people over processes (see also: Agile Manifesto).
In the AIRINC Mobility Outlook Survey 2021, 65% of respondents expect that the demand for flexibility from the business will increase. Meanwhile, 52% of the companies surveyed expect that adding more flexibility to policies is the best response to this demand, followed by 28% who think using a wider variety of policy types is the better solution. According to the Mercer 2019 Flexible Mobility Policies Survey, the most popular policy elements for which the participants introduced flexibility are family-related: housing, spousal support, child education, and home leave tickets are all items that can help improve the Expat Experience while on assignment.
2) You shall not take the name of the POLICY, your bible, in vain.
There are reasons for quoting the policy, the law, or other regulatory insights. However, this should not be your go-to-wording for anything that “is not possible.” With the crisis, we all accepted that the duty of care belongs to our role. Policies should foster the well-being of employees.
Flexible policies have prepared some companies to deal more efficiently with urgent repatriations and unforeseen mobility scenarios. Other companies adopting flexible policies have found them inapplicable and inappropriate in the context of urgency. In my view, we will move away from policies altogether and design individual packages for expats that fit like bespoke, handmade business suits.
We mentioned last year that immigration is becoming more complex, and it could be that the host country’s legislation has not kept up with modern family constructs, for example. Communication about what is possible and how we can support it is critical here. Communicate openly about longer lead times and backlogs at authorities (for example, post-BREXIT, the UK immigration process currently takes much longer than we were used to).
3) Remember to keep holy the DIGITAL DETOX DAY
Keep a “digital detox day” because your work never ends. We have constantly worked across time zones, holiday schedules, and daily demands. For your sanity and energy maintenance, getting away from all media for at least 24 hours is essential. I practice DDD but have observed with my coaching clients that the pandemic has blurred the lines between work and personal time.
Many organizations have focused on digitization, which means moving to more digital formats. Digitalization, on the other hand, means strategically shifting to digital processes and activities. The terms are often used interchangeably.
One of the biggest challenges is incorporating technology into the business to add value to the company and its employees. One positive example of digitalization is reporting assignees through an intuitive HR system and tracking assignees through security apps such as the International SOS Assistance App.
Your level of digital engagement depends on how “digitally mature” your global mobility program is. You might be just ‘exploring digital,’ using robotics to carry out simple and repetitive tasks, while others might be already ‘becoming digital’ with a formal digital strategy. You are already experiencing success where automation performs tasks humans generally handle, such as periodic emails or copying and pasting information from public or private sources. Adopting and introducing those techniques into existing processes will focus on diminishing costs, increasing productivity by improving operational efficiency, and retaining talent.
Some of the latest HR systems, Success Factors or Workday, offer essential workflow functions for international assignments. Still, they cannot yet run the entire end-to-end process with all the external vendors involved. Data needs to shift from the HR System to the vendor platform, but an integrated solution, which I call “the Holy Grail,” has yet to be invented (it exists mainly in my fantasy brain). As I filled another Excel sheet with numbers and birth dates, I kept reminding myself that this was how I started in the field in 1999. Before that, we used to calculate on paper. Robotic Process Automation (RPA) technology is another exciting use of AI in the field. We speed up transactional processes in mobility functions. Equally important is that automation can also reveal itself as crucial in reducing hierarchical thinking. Read more about bringing the Human Touch back into Global Mobility.
Human-Computer Interaction (HCI) deals with more natural ways humans and computers can work together in the future. Watch this space as it could help us in Global Mobility and reduce our stress levels again. For example, instead of sitting at a desk for 12 hours, we could work by walking outside and taking the Expat Family with us on a virtual tour of the city. Or we can use voice commands to fill out a form instead of retyping the data.
Check out our RockMeApp with a free trial account.
4) Honor the Expat’s Host and Home Manager (and Sponsors)
We have structured Global Mobility drivers and assignment types and integrated Global Mobility with the Talent function. We still need to bring back the Human Touch, and we especially need to align the home and host line manager’s interest in the Expat’s goals and performance criteria.
We also need to remember to nominate a sponsor so that the Expat has a home to return to and a guardian angel who watches out for their interests in the home company. You will have fewer headaches if you initially reduce the assignment length to a maximum of two years. It’s always easier to extend an assignment that works well than to “early repatriate” someone for whatever reason.
Since the 1990s, assignment types have evolved from only having long-term or short-term assignments. In the 2000s, new kinds of assignments emerged, such as the rotator, the international transfer, the globalist, and the commuter. Then, the 2010s saw the rise of business travelers, international new hires, and domestic relocations. In the present decade, we will see the assignment types evolve and diversify further with new possibilities like virtual roles, contingent workers, remote workers, and other future mobility options we have not thought about yet.
Depending on your situation, you might want to consider your primary use cases and create suitable assignment types around them. For example, we started the “Cross-Border Project Worker” type as someone who is employed in one location, lives in a second location, and might commute twice a week to a third location. European legislation now adopts the “Teleworker” as an assignment type. Be creative so you have a handle on managing or accepting our other reality of dealing with every case on a customized basis.
5) You shall not fire an EXPAT.
Have you solved the dilemma of succession planning and repatriation in your company yet? If so, I’d be interested in exchanging with you as it still seems that we are utilizing 1999 methods in recruiting and global resourcing. We should have understood that firing an Expat is never a good idea. It shows that we did not do our job well in the selection or assignment. Maybe we forgot to nominate a sponsor in the home company, or we assigned the Expats without a clear Global Mobility driver. We should make it our priority to retain our Expats in the organization.
6) You shall not solicit from your VENDORS.
As I mentioned in the Global Mobility Workbook, we need to collaborate better with all our vendors to enhance the Expat Experience (XX) further. One ground rule is that you cannot poach staff from your vendors. I would also suggest you build long-term relationships with everyone involved in the process.
You are one team at the end of the day, and the Expat and their family will feel it if you work together like a well-oiled machine instead of blaming each other when there is a break in the process. I would encourage you to search for the cracks in the “Process Porcelain” because most of the time, you can solve an issue best if you look at the process in every detail, handover, and sub-step.
7) You shall not reduce BENEFITS.
Now that companies diversify their compensation approaches, you need to dig deeper into base pay, benefits, and short-term and long-term incentives to have a more comprehensive financial understanding of the implications of an international move. It’s time to broaden your reward skills and ensure you understand compensation models, host-based compensation, and inflation rates by country. As a basic principle, try to maintain equity in the compensation approach. Balance out a lower salary than the host market by providing an additional market allowance or a benefit such as corporate housing.
8) You shall not bear false witness against your EXPAT.
Building a trusted relationship with your Expat and their Spouse will be a crucial success factor for any international assignment. Try to communicate openly and honestly and be transparent about your limitations. Let them know how you justify exceptions, make package decisions, offer specific benefits, and under what circumstances. Show them your “box of chocolates” and give them one to taste. We think it is too short-sighted to discuss employee experience only in the context of our work and want you to focus on enhancing the Expat Experience (XX).
9) You shall not Neglect the EXPAT SPOUSE.
The lack of Expat Spouse career opportunities is among the top five reasons assignments fail (AIRINC Mobility Outlook Survey 2021). I have written extensively about why that is and give you ideas on how you can support the Expat Spouse. Over the last ten years, I have seen no significant improvement in how we integrate and support the Expat Spouse. Only a few companies offer Expat Partner Career Support. Let’s also agree that we want to see an improvement on that front.
10) You shall not move your EXPAT’s goods.
The climate and energy crisis will force us to rethink Global Mobility altogether. Expats want to work from anywhere in the world, and at the same time, moving furniture from Hong Kong to Singapore to New York or flying home every week might not be the best and most sustainable solution for the future. If you are serious about reducing the carbon footprint, you must incentivize environmentally friendly solutions in favor of the “classical approach.” For example, you could pay for storage rather than moving household goods. You could support rental furniture instead of giving an allowance for buying new furniture. You could pay for train travel instead of flights within a certain distance.
We will need to give up our resistance to work from anywhere (WFA), workations, and other virtual assignments, which means that employees can also work in a third country of choice (not the home country or the location benefiting from the task performed). This possibility enables Expats to become digital nomads, no longer bound to a specific location. Implementing more Virtual Assignments also means acknowledging and accepting that working arrangements are changing fast in response to technology, generational changes, and sudden business disruptions.
Of course, there are limits to this as well. The most obvious is that not all jobs are remote, which is also one of the reasons why virtual Mobility will not replace traditional Mobility. Tax and compliance issues can pose a risk, too. The company having no existing operations and not wishing to have a permanent establishment where the employee would like to be based can be another possible barrier to Virtual Assignments. Some organizations are also concerned that Virtual Assignments could hinder company culture and teamwork, with the risk of the employee feeling like a perpetual outsider.
Five easy-to-forget critical topics to consider before moving to another country for work
Moving jobs to people instead of moving people to jobs will not substitute the traditional way of thinking about Global Mobility. Still, it is another tool companies can use in their global operations. We live in an era where recruitment should be location-independent.
As organizations gradually embrace best practices to manage a distributed international workforce, it will be essential for Global Mobility teams to adapt to a new way of thinking and learn to implement Virtual Assignments successfully. Also, the Global Employment Company adage will have a rebirth like the latest 80ies fashion.
I wish you, Global Mobility Managers, great success in implementing our decalogue and making it the cornerstone of your department’s policy for future years.
Kind regards
Angie Weinberger
PS: You can always contact me via all my platforms, such as LinkedIn and good old bottle posts, or you can read my weekly brain dump (The Global People Club Sandwich). If you wish to bulk order any of my publications, it’s also best to contact me directly.
References and Further Reading
AIRINC. (2021). Mobility Outlook Survey 2021. Retrieved 18 August 2021, from https://www.air-inc.com/library/2021-mobility-outlook-survey/
Baker McKenzie. (2019). ‘The Global Employer: Focus on Global Immigration and Mobility.’ Baker McKenzie. Retrieved May 27, 2020, from https://www.bakermckenzie.com/en-/media/files/insight/publications/2019/12/the-global-employer-focus-on-immigration-and-mobility_041219.pdf
Beck, P., Eisenhut, P. and Thomas, L. (2018). „Fokus Arbeitsmarkt: Fit für die Zukunft?”. Stiftung Zukunft.li. Retrieved 28 May, 2020, from https://www.stiftungzukunft.li/publikationen/fokus-arbeitsmart-fit-fuer-die-zukunft
Bertolino, M. (2020). ‘How Covid-19 Is Disrupting Immigration Policies and Worker Mobility: A Tracker’. Ernst and Young. Retrieved May 28, 2020, from https://www.ey.com/en_gl/tax/how-covid-19-is-disrupting-immigration-policies-and-worker-mobility-a-tracker
Crown. (2021). Five Standout Talent Mobility Trends for 2021. Retrieved 18 August 2021, from https://www.crownworldmobility.com/wp-content/uploads/2021/03/5-standout-talent-mobility-trends-for-2021_digital-CWM.pdf
Deloitte. (2019). ’Global Workforce Insight 2019.’ Deloitte. Retrieved 18 August 2021, from https://www2.deloitte.com/content/dam/Deloitte/ch/Documents/tax/deloitte-ch-Back-to-the-future-global-workforce.pdf
Deloitte. (2020). ‘2020 Deloitte Global Human Capital Trends Survey. Deloitte.’ Deloitte. Retrieved 18 August 2021, from https://www2.deloitte.com/content/dam/insights/us/articles/us43244_human-capital-trends-2020/us43244_human-capital-trends-2020/di_hc-trends-2020.pdf
Dictionary.cambridge.org. (2021). multi-skilling. Retrieved 18 August 2021, from https://dictionary.cambridge.org/dictionary/english/multi-skilling
FIDI. (2019). ‘2020 Vision: A Focus on Next Year’s Trends.’ FIDI Global Alliance. Retrieved 18 August 2021, from https://www.fidi.org/blog/2020-vision-focus-next-years-trends
Hauri, D., Eisenhut, P., and Lorenz T. (2016). „Knacknuss Wachstum und Zuwanderung: Hintergründe und Zusammenhänge.” Stiftung Zukunft.li. Retrieved 28 May, 2020, from Knacknuss Wachstum und Zuwanderung
Hershbein, B. and Khan, L. B. (2018). ‘Do Recessions Accelerate Routine-Biased Technological Change? Evidence from Vacancy Postings.’ American Economic Review. Vol. 108, no. 7, pp. 1737-72. Retrieved May 27, 2020, from https://www.aeaweb.org/articles?id=10.1257/aer.20161570
KPMG. (2020). Global Assignment Policies and Practices Survey. Retrieved 18 August 2021, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/10/gapp-2020-survey-web.pdf
KPMG. (2021). Global Mobility Forecast: Trends in Risk, Talent and Digital. Retrieved 18 August 2021, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2021/02/global-mobility-forecast-trends-in-risk-talent-and-digital.pdf
Mercer’s 2022 Flexible Mobility Policies Survey
Mercer, (2019). ‘Flexible Mobility Policies Survey.’ Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/solutions/data-solutions/policies-and-practices-surveys/flexible-mobility-policies-survey
Mercer. (2017). Worldwide Survey of International Assignment Policies and Practices. Retrieved 18 August 2021, from https://www.imercer.com/products/WorldwideIAPP
Mercer. (2021a). Global mobility policy flexibility in practice. Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/Insights/article/Global-mobility-policy-flexibility-in-practice
Mercer. (2021b).The rise of virtual assignments. (2021). Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/insights/article/the-rise-of-virtual-assignments
Mercer. (2021c). Upskilling the Mobility Function. (2021). Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/Insights/article/Upskilling-the-Mobility-Function
Mercer. (2021d). Talent mobility: looking ahead. Retrieved 18 August 2021, from https://mobilityexchange.mercer.com/Insights/article/Talent-mobility-looking-ahead
PWC. (2016). Women of the World: Aligning Gender Diversity and International Mobility in Financial Services. Retrieved 18 August 2021, from https://www.pwc.com/gx/en/industries/financial-services/assets/women-of-the-world.pdf
Robb, A., Frewin, K. and Jagger, P. (2017a). ‘Global Workforce Trends: The Impact of the Digital Age on Global Mobility.’ Deloitte. https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/tax/deloitte-uk-global-mobility-trends-latest.PDF
Robb, A., Frewin, K. and Jagger, P. (2017b). ‘Global Workforce : Digital Innovation in Mobility.’ Deloitte. https://www2.deloitte.com/content/dam/Deloitte/fi/Documents/tax/deloitte-uk-digital-innovation-in-mobility.pd
Vialto https://www.linkedin.com/feed/update/urn:li:activity:6943208654061850624/
Weinberger, A. (2019). The Global Mobility Workbook (Third Edition). 978-3-9524284.
Working from anywhere: A differentiator in the war for talent? (2022). Mercer Mobility. Retrieved September 15, 2022, from https://mobilityexchange.mercer.com/insights/article/working-from-anywhere-a-differentiator-in-the-war-for-talent
2021 buzzwords and what they tell us about mobility. (n.d.). Mercer Mobility. Retrieved September 15, 2022, from https://mobilityexchange.mercer.com/insights/article/2021-buzzwords-and-what-they-tell-us-about-mobility
https://globalpeopletransitions.com/the-brexit-effect-how-global-mobility-is-being-impacted-in-europe-and-beyond/
Privilege in the Workplace
Breaking Down Privilege: Recognizing and Overcoming Inequality
In a world that is becoming increasingly aware of social issues and inequalities, it is crucial to delve into privilege. Privilege, often defined as unearned advantages enjoyed by certain individuals or groups, plays a significant role in perpetuating societal inequality. This thought-provoking topic calls for a deep dive into the various forms of privilege and their impact on marginalized communities. By understanding and acknowledging privilege, we can take essential steps toward creating a more inclusive and equitable world for all. In this article, we will explore the different dimensions of privilege, examine how it manifests in our day-to-day lives, and discuss effective strategies to overcome inequality. Together, let’s break down the barriers that privilege erects and work towards a more just and fair society for everyone.
Understanding privilege and inequality
Privilege is a complex and multifaceted concept that requires a nuanced understanding. It refers to the advantages and benefits that certain individuals or groups receive solely based on their social identity, such as race, gender, sexual orientation, or socioeconomic status. These advantages are often unearned and can manifest in various ways, including access to educational opportunities, healthcare, employment, and legal protection. Understanding privilege begins with recognizing that it is not something individuals choose or control but rather a result of societal structures and systems perpetuating inequality.
Privilege and inequality are deeply intertwined. Inequality refers to the unequal distribution of resources, opportunities, and power within a society. Privilege exacerbates existing inequalities by granting certain groups advantages while marginalizing others. It is important to note that privilege does not mean that individuals with privilege do not face hardships or challenges. Instead, it means that they do not face the additional barriers and discrimination that marginalized communities often experience.
Recognizing and understanding the various forms of privilege is crucial in addressing and dismantling inequalities. By acknowledging our own privilege and the ways in which it intersects with other forms of oppression, we can begin to challenge the systems that perpetuate inequality and work towards a more just society.
Types of privilege
Privilege exists in many different forms and can intersect with various aspects of our identities. Some common types of privilege include:
- **White privilege**: White privilege refers to the inherent advantages and benefits that white individuals experience in a society that is structured around white norms and values. It includes advantages in education, employment, housing, and interactions with law enforcement.
- **Male privilege**: Male privilege refers to the advantages enjoyed by men in a patriarchal society. Men often have more opportunities for career advancement, higher wages, and greater visibility and representation in positions of power.
- **Heterosexual privilege**: Heterosexual privilege relates to the advantages that heterosexual individuals have in a society that values and privileges heterosexuality. It includes legal protections, societal acceptance, and access to healthcare and family benefits.
- **Cisgender privilege**: Cisgender privilege refers to the advantages that cisgender individuals have in a society that upholds cisnormativity. Cisgender individuals, whose gender identity aligns with the sex they were assigned at birth, often experience less discrimination and have greater access to healthcare, legal recognition, and societal acceptance.
- **Socioeconomic privilege**: Socioeconomic privilege refers to the advantages that individuals from higher socioeconomic backgrounds have, such as access to quality education, healthcare, housing, and financial security.
It is important to recognize that privilege is not limited to these examples and can intersect with other forms of oppression, such as ableism, ageism, and religious privilege. Understanding the different dimensions of privilege is essential in promoting equality and dismantling systemic barriers.
The impact of privilege on marginalized communities
Privilege has a profound impact on marginalized communities, perpetuating existing inequalities and creating barriers to social and economic mobility. Marginalized communities, such as people of color, LGBTQ+ individuals, and individuals with disabilities, often face systemic discrimination and limited access to resources and opportunities.
For example, in the United States, the racial wealth gap is a stark illustration of the impact of privilege. White households, on average, hold significantly more wealth than Black and Hispanic households. This wealth disparity is a result of historical and ongoing systemic racism, which has limited opportunities for wealth accumulation and economic mobility for marginalized communities.
Privilege also affects access to education and healthcare. Students from privileged backgrounds often have better access to quality schools and resources, leading to better educational outcomes and opportunities for higher education. Similarly, privileged individuals often have better access to healthcare, resulting in better health outcomes and longer life expectancy.
The impact of privilege extends beyond material advantages. It also affects representation and visibility in various fields, such as politics, media, and the arts. Marginalized communities are often underrepresented, which perpetuates stereotypes and further marginalizes these groups.
Twelve Exercises for Psychological Safety in Global, Virtual Teams
Overcoming privilege and promoting equality
Overcoming privilege requires more than just recognition; it necessitates action and a commitment to promoting equality. Here are some strategies to help overcome privilege and work towards a more equitable society:
- **Amplify marginalized voices**: Use your privilege to uplift and amplify the voices of marginalized communities. Share their stories, experiences, and perspectives. Create space for marginalized individuals to be heard and seen.
- **Support and engage in allyship**: Support and ally with marginalized communities. This includes listening to their needs and concerns, advocating for their rights, and challenging discriminatory behaviors and practices.
- **Educate others**: Share your knowledge and understanding of privilege. Engage in conversations with friends, family, and colleagues to raise awareness about privilege and its impact. Please encourage others to educate themselves and take action.
- **Support organizations and initiatives**: Contribute to organizations and initiatives working towards equality and social justice. This can be through donations, volunteering, or advocating for policy changes that address systemic inequality.
By taking these steps, we can all contribute to dismantling privilege and creating a more inclusive and equitable society.
Privilege and intersectionality
Intersectionality is a concept that recognizes that individuals may experience multiple forms of oppression and privilege simultaneously. Intersectionality highlights the interconnected nature of different social identities and the ways in which they intersect to shape experiences of privilege and discrimination.
For example, a Black woman may face both racism and sexism, which can compound the discrimination she experiences. Intersectionality calls for a recognition of the unique experiences and challenges faced by individuals who occupy multiple marginalized identities.
Understanding intersectionality is crucial in addressing privilege and promoting equality. It requires us to consider the ways in which privilege and discrimination intersect and to challenge systems that perpetuate multiple forms of oppression.
Challenging societal structures that perpetuate privilege
Addressing privilege requires challenging the societal structures and systems that perpetuate inequality. Here are some ways to challenge these structures:
- **Advocate for policy changes**: Support policies that promote equality and dismantle systemic barriers. This can include advocating for fair hiring practices, affordable housing initiatives, and educational reforms that address disparities.
- **Challenge discriminatory practices**: Speak out against discriminatory practices and policies within your community, workplace, or educational institutions. Call attention to biased hiring practices, unequal pay, and exclusionary policies.
- **Engage in activism**: Get involved in activism and advocacy efforts that aim to dismantle privilege and promote equality. This can include participating in protests, signing petitions, and joining community organizations that work towards social justice.
- **Vote and hold elected officials accountable**: Use your voting power to support candidates and policies that prioritize equality and social justice. Hold elected officials accountable for their actions and advocate for policies that address privilege and inequality.
Resources for further education and self-reflection
Continuing education and self-reflection are essential in challenging privilege and promoting equality. Here are some resources to deepen your understanding:
- **Books**: “White Fragility” by Robin DiAngelo, “The New Jim Crow” by Michelle Alexander, “Sister Outsider” by Audre Lorde.
- **Podcasts**: “Code Switch” by NPR, “Intersectionality Matters!” by Kimberlé Crenshaw, “Seeing White” by Scene on Radio.
- **Websites and organizations**: The National Association for the Advancement of Colored People (NAACP), The Trevor Project, Disability Rights Education & Defense Fund.
Taking action to address privilege
Recognizing privilege is not enough; action is necessary to address and dismantle it. Ways to take action include:
- **Support marginalized-owned businesses**: Make a conscious effort to support businesses owned by marginalized individuals. This can help address economic disparities and promote financial empowerment.
- **Engage in dialogue**: Have open and honest conversations about privilege, inequality, and social justice with friends, family, and colleagues. Encourage respectful dialogue and listen to diverse perspectives.
- **Volunteer**: Get involved in volunteer opportunities that support marginalized communities. This can include mentoring programs, community outreach initiatives, and advocacy work.
- **Donate**: Contribute to organizations that are working towards social justice and equality. Even small donations can make a significant impact.
Conclusion: The importance of ongoing conversations and efforts to dismantle privilege
Breaking down privilege and overcoming inequality is an ongoing process that requires continuous effort. By understanding and recognizing privilege, challenging societal structures, and taking action, we can work towards a more equitable and inclusive society. It is crucial to engage in ongoing conversations, educate ourselves and others, and actively support marginalized communities. Together, let’s dismantle privilege and create a world where everyone has equal opportunities and rights.
Dealing with Privilege in the Workplace
- Educate yourself: Take the initiative to learn about different forms of privilege and the experiences of marginalized groups. Read books, and articles, and engage in conversations that challenge your perspectives.
- Listen actively: Create a space for marginalized voices to be heard and respected. Actively listen without dismissing or diminishing their experiences. Encourage open dialogue and seek to understand perspectives that differ from your own.
- Check your biases: Reflect on your unconscious biases and work towards dismantling them. Be mindful of assumptions or stereotypes you may hold and consciously challenge them.
- Amplify marginalized voices: Use your privilege to uplift and amplify the voices of marginalized colleagues. Offer support, recognition, and opportunities to those who are often unheard or overlooked.
- Advocate for change: Engage in discussions and initiatives that aim to address systemic inequities in the workplace. Use your privilege to advocate for policies and practices that promote diversity, equity, and inclusion.
- Use your privilege to help others and be an Ally: Actively support individuals from marginalized groups by being an ally. This involves listening, learning, and speaking up against discrimination or biases when you witness them.
Self-reflect and identify areas in which you do not have privilege and areas in which you do have privilege. Avoid the urge to deny your privilege. If you notice any resistance or wish to deny your privilege, please write down where you resist and why.
Resources
Ahn, S. (2023) “The Intersectionality Venn Diagram | Tidal Equality,” Tidal Equality [Preprint]. Available at: https://www.tidalequality.com/blog/a-venn-diagram-of-belonging-where-identities-equity-and-inclusion-intersect.
Akassam (2022) Diversity Toolkit: A guide to discussing Identity, power and privilege | MsW@USC. Available at: https://msw.usc.edu/mswusc-blog/diversity-workshop-guide-to-discussing-identity-power-and-privilege/.
Akassam (2022b) Diversity Toolkit: A guide to discussing Identity, power and privilege | MsW@USC. Available at: https://msw.usc.edu/mswusc-blog/diversity-workshop-guide-to-discussing-identity-power-and-privilege/.
Chugh, D. (2020) Use your everyday privilege to help others. Available at: https://hbr.org/2018/09/use-your-everyday-privilege-to-help-others.
DiAngelo, R. and Sensoy, Ö. (2010) “Doing One’s Own Personal Work on Privilege and Oppression,” LSA Inslusive Teaching . Available at:
Jagoo, K. (2023) “How to navigate your own privilege,” Verywell Mind, 23 January. Available at: https://www.verywellmind.com/how-to-navigate-your-own-privilege-5076057.
Jones, D. (2019) “Check Your Privilege: What it Means and How to Do It,” www.linkedin.com. Available at: https://www.linkedin.com/pulse/check-your-privilege-what-means-how-do-deetta-jones/.
Jourdan, L. (2021) Talk about privilege at work. Available at: https://hbr.org/2021/08/talk-about-privilege-at-work.
Weinberger, A. (2019). The Global Mobility Workbook (Third Edition). Global People Transitions, Zurich.
Weinberger, A. (2023). The Global Rockstar Album – 21 Verses to Find Your Tact as an Inclusive Leader. Global People Transitions, Zurich.
Recruiting Fail Could Easily be Avoided
I’m on a MISSION to bring the HUMAN TOUCH back into Global Mobility. One theme that I see more now is that we Global Mobility Professionals are involved in the recruiting of Global Talent. This makes a lot of sense when you consider that we have the knowledge and skills to deal with most of the challenges that hiring people from other countries brings. However, since in most organizations, we are not officially responsible we don’t get the resources we need to deal with recruiting professionally. Hence, we can consult but not support. So, dear recruiters, I hope this is helpful.
The Search for the Right Talent
Lifestyle Expats, or Self-Initiated Expats (SIEs), are an important factor in today’s global force and the actual circumstances suggest the phenomenon is on the rise (Habti & Elo, 2019). Thanks to technological changes, such as online recruiting, the labor market has become more international and more fluid and made the process of filling jobs internationally (internally or externally the organization) much simpler. As a consequence, an increasing number of professionals consider working abroad a realistic career option and there are growing opportunities to identify and eventually find a job abroad. We are in the middle of an unprecedented global crisis, which is bound to create a stronger recession than the 2008 financial crisis, and the war for talent is as heated as ever.
Specialized Subject Matter Experts are increasingly hard to find and when you turn to places rich in talent such as Singapore and certain areas of the US like Boston and Silicon Valley, that’s of course where competition is already extremely high. Moreover, there is no real point in stealing from the competition if you aim at bringing in innovation.
The Need for More Diversity, Equity and Inclusion
Our global workforce is as varied as ever, with five generations working side by side and companies striving to fulfill all their Diversity, Equity, and Inclusion goals (gender/religion/ethnicity/sexual orientation). As cited by Forbes, diversity plays an ever more important role in recruitment and is proving to be directly correlated with increased revenue for the company (Boston Consulting Group, 2018; KPMG, 2018). The newest McKinsey Report comes to the same conclusion.
“Despite a rapidly changing business landscape, the business case for diversity, equity, and inclusion (DEI) not only holds but grows even stronger. In our research, we continue to explore the link between diversity and holistic impact.”
Diversity matters even more: The case for holistic impact | McKinsey
Über Sprache zu mehr Diversität in Firmen
The Development from Global Mobility Policy to individual, Customized Offer Letters
Global Mobility policies have historically been a one-size-fits-all model and are often still struggling to include points such as religion, ethnicity, age, disability status, working mothers, non-traditional family units, etc. Make sure your Global Mobility policies acknowledge and support your employees’ varying needs to make them feel more encouraged to accept International Assignment. The point is to ensure that deserving and promising talent does not experience barriers to success. I would even go as far as ditching your policy and working with individual “Box of Chocolates” models (where you select service from a budgeted bundle).
Demographic changes will require highly skilled migrants to fill positions as the turnout of university graduates declines in developed countries. Also at the EU level and among the Member States there is consensus on the need to address labor market shortages, worsened by the deepening demographic crisis and skill mismatch (Platonova & Urso, 2012).
Even rich countries like Liechtenstein, (Beck et al., 2018; Hauri et al., 2016) may have a hard time attracting talent. Other more traditional expat hubs, like Singapore, London, New York City, the UAE, Hong Kong, and Switzerland, continue leading the ranking despite the high costs of living. What makes the difference are their socio-economic policies in which talent growth and management are central priorities.
https://www.adeccogroup.com/future-of-work/latest-research/global-talent-in-the-age-of-artificial-intelligence/
The Need for Nomadic Flexibility
Perhaps even more important to acknowledge is that the world of work as we know has already changed. With new technology enabling employees to work almost anywhere and anytime, the classic ‘nine to five’ is outdated. In an article published by Sage People even before the pandemic changed companies’ approach, figures speak for themselves: not only do 50% of the US interviewees say they’d like to be more mobile at work, but a good 54% would change jobs if it meant more flexibility.
In Global Mobility, Virtual Assignments are an opportunity to give employees the much-longed-for flexibility they seek. Despite Virtual Assignments having always been on the rise since the widespread implementation of the internet, it’s easier to see how they’re going to be even more numerous in the aftermath of the coronavirus crisis. Never before have so many employees worked remotely to guarantee essential business continuity.
But there is another side of the medal, and this is the portion of talent who seek international experience as part of their decision to join a company. In particular, overseas assignments are becoming more appealing among Millennials, who often see the opportunity to live and work abroad as more rewarding than a pay rise. They are called Digital Nomads or Telecommuters. According to Smart Gear, 90% of digital nomads plan on working remotely for the rest of their careers, while 94% of them encourage others to try Digital Nomadism themselves.
Whether or not you’re having trouble attracting talent, here are six basics to add to your recruiting suite that you should consider during and after the recruiting process.
1 – Make Sure They Have a Realistic Picture
Try to put yourself in the mind of a candidate who is contacted by a company in a foreign location. What’s the first thing that you would like to know? Salary? Job title? The direction of the company? Probably none of these things, but rather: “Why would I want to move there?” Moving continents, or even “just” countries, isn’t a decision that can be taken on the potential of a great office view only. Instead, candidates need to know what the place looks like, what language is spoken, where they (and maybe their families) would live, and whether they would fit in.
It is useful to include this information on your careers page to make it more of a relocation portal and less of a job listing. Workable offers a service to help you in this process. Not only will candidates benefit from this information, but so will your company: showing what candidates want to know during the overseas job hiring process builds your credibility from the beginning.
This type of thinking is beneficial for companies at every level, whether you’re hiring someone 70 or 7,000 miles away.
2 – Help with the Move of Household Goods
Among Expats and Expat Spouses, the phase of moving abroad is often cited as the most stressful one. Moving out doesn’t take one day only: there are farewells, often a party, and especially when small kids are involved, the family needs to stay with friends or in a hotel room. While Expats are still busy handing their work over and finalizing conversations with clients, Expat Spouses are often alone in coordinating all the logistics behind the move. That’s why they must be connected with a moving company. Having someone who takes care of their house goods until they are settled in the new location surely spares the Expat family from a lot of stress. If you are looking for a global relocation company, consider paying a visit to the Keller Swiss Group. They offer relocation services, household removals, business relocation, and household storage services, both in Switzerland and worldwide.
3 – Take the Anxiety out of Immigration by Working with a Pro
Organizing support with immigration is another helpful and efficient way of helping the expat family during the stressful pre-assignment phase. In recent years, the process of obtaining work permits and visas has become more complex. Letting Expats and Expat Spouses navigate this sea of bureaucracy all alone would put them under an incredible and unnecessary amount of stress. When it comes to immigration compliance, each case is different and needs to be examined thoroughly. Some relocation companies, like BecomeLocal in Switzerland, are specialists in this field. They can help you handle the permit process, write applications and submit them to the authorities, and instruct professionals and executives to obtain visas, sparing your organization and the expat family a lot of hustle. If you need immigration support in other countries, please reach out to me as I can refer you to a global network.
4 – Provide Spouse Career Support and A Pre-Hire Assessment for the Spouse
The effects that International Assignments have on the Expat Spouse’s well-being and state of mind are often underestimated. For some Expat Spouses, the sudden change from independent career person to stay-at-home parent has a strong psychological impact, even more so if getting a working visa is not possible. Coaching is a very powerful tool with which companies can support Expat Spouses. With the help of a Career Coach, some Expat Spouses manage to start their businesses while living abroad, thus finding deeper fulfillment in the experience. It is also very fair to the Expat Spouse to have a realistic idea of whether their profile leads to potential employment in the host market or whether their chances of finding work are slim. An Expat Spouse Coach can also help with a pre-hire assessment for the Expat Spouse. Also, clarify and be honest about their entitlement to a work permit to avoid disappointment at arrival.
5 – Consult them on Technical Issues
Once again try to put yourself in the mind of your future employees. They now have a clearer idea of what it means to live in your expat hub and they are positively considering relocating there. Perhaps their spouses and children are coming along. In this preparatory phase, Expats are inevitably very busy with what needs to be handled back at home in their professional and private lives. But they also need to be ready for what’s coming next. Handling both “back home” and “in the host country” can be extremely overwhelming, especially if this means going through important technical issues of a country with a different system and in a language they don’t understand. This is the right time to step in and consult them on important decisions such as which type of health insurance to get and how to do it, but also on how to handle their taxes. If you can’t deliver this in-house we’re happy to help.
6 – Sprinkle Everything with Human Touch
As I said earlier and many times before, HUMAN TOUCH is my MISSION and the key to enhancing the Expat Experience. Deloitte (2019) proved to be on board with that when stating that today’s global workforce is attracted and motivated by a more personalized, agile, and holistic experience than before. This is why you must find your way to unlock the HUMAN TOUCH. For example, you can start by welcoming new team members with a hand-written card. You will make their first day a celebration.
Enhancing the Expat Experience
Work with me
Please contact me for a proposal via angela@globalpeopletransitions.com. We also have a global recruiting license for Switzerland.
Resources
Become Local. Swiss Immigration Adviser. https://www.becomelocal.ch
Harrison, C. (2019, 19 Sep.). „7 Surprising Statistics about Digital Nomads.” Smart Gear Blog. https://smartgear.travel/7-surprising-statistics-about-digital-nomads/
Hayes, A. (2020, 7 Apr.). „What is a Digital Nomad?”Investopedia. https://www.investopedia.com/terms/d/digital-nomad.asp
Keller Swiss Group. Worldwide Moving Relocation. https://www.kellerswissgroup.com/
MBO Partners. (2018). „Rising Nomadism: A Rising Trend.” MBO Partners, Inc. https://s29814.pcdn.co/wp-content/uploads/2019/02/StateofIndependence-ResearchBrief-DigitalNomads.pdf
Montilla, E. (2020, 17 Jan.). „Achieving workplace diversity through recruitment in tech.” Forbes. https://www.forbes.com/sites/forbestechcouncil/2020/01/17/achieving-workplace-diversity-through-recruitment-in-tech/#2214496a1359
References
Beck, P., Eisenhut, P. and Thomas, L. (2018). „Fokus Arbeitsmarkt: Fit für di Zukunft?”. Stiftung Zukunft.li. Retrieved 28 May, 2020, from https://www.stiftungzukunft.li/publikationen/fokus-arbeitsmart-fit-fuer-die-zukunft
Boston Consulting Group. (2018). „How diverse leadership teams boost innovation.”, BCG. Retrieved 28 May, 2020, from https://www.bcg.com/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx
KPMG. (2018). „Inclusion and Diversity: How Global Mobility can help move the Needle”, KPMG. Retrieved May 28, 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
Habti, D and Elo, M. (2019). Global Mobility of Highly Skilled People. Cham, Switzerland: Springer.
Hauri, D., Eisenhut, P., and Lorenz T. (2016). „Knacknuss Wachstum und Zuwanderung: Hintergründe unde Zusammenhange.”Stiftung Zukunft.li. Retrieved 28 May, 2020, from https://www.stiftungzukunft.li/application/files/3215/1635/3318/Knacknuss_Wachstum_und_Zuwanderung_Endfassung_22_11_2016.pdf
Platonova A. and Urso, G. (2012). „Labour Shortages and Migration Policy.” International Organization for Migration. Retrieved May 28, 2020, from https://publications.iom.int/system/files/pdf/labour_shortages_and_migration_policy.pdf?language=en
Why Transform Global Mobility
Over the last twenty years in Human Resources, I noticed that a lot of Expats 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”.
The Five Major Challenges
SELECTION and SUCCESSION PLANNING: Expats are often selected on an ad-hoc basis and intercultural competence is hardly ever taken into account in the selection process. Female Expats and Rainbow Talent are still greatly underrepresented. Our HR systems have reinforced systems of patriarchy. We need to come to a more data-driven selection process and talent selection with less bias.
CLARITY of the BUSINESS CASE and DRIVER: Expats need to take charge of their business case, clarify the assignment drivers, and develop measurable targets, expected gains, growth opportunities, and a repatriation plan with their line managers and sponsor before the #GlobalMobilityManager calculates and advises on the right package.
STANDING and BRANDING of Global Mobility: #GlobalMobilityManagers need to be considered strategic partners of the business line managers, not an extended arm of HR Business Partners. They are often just seen as administrators of the process while the decisions about who is going where are taken solely by the business. These professionals have a lot of insights into the complexities of the host locations and also understand the immigration process, timelines, and tax traps.
USE an INCLUSIVE APPROACH: The Expat Family is hardly considered in the Global Mobility policy and processes. Only a few forward-thinking companies offer spouse career support. I have not seen any company that helps with educational considerations and advice for the Expat Children. Parents need to be supported in their school choices as the child’s academic career could suffer immensely if the choice is wrong. Also, be inclusive in that you accept other family models, one expat might need to take their mother. Another might have a dog or adopted kids.
DATA and DASHBOARDS: If we want to be serious about change we need to get better at using data and build dashboards that show us if we are heading in the right direction. The number of assignments is a silly KPI. It does not say anything about the quality of the learning of the expats. Think about Expat Experience, their learning journey, the skills they develop on assignments or international projects and add that to the mix.
Global Mobility Budget Cuts
The financial impact of the global coronavirus pandemic has yet to be fully calculated, though McKinsey and the BBC have presented an 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. The current pandemic, especially, 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 and 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 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 several 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. 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. 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 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 being 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 Sisyphean 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 are 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 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 crises such as marital issues. A helpline to professional counselors 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, 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.
What is our Solution?
Here is more about our solution to those dilemmas and please reach out if you need a customized proposal.
