The Push for Rainbow Talent in Global Mobility – Part 1

The Push for Rainbow Talent in Global Mobility is a series we created for Pride Month to raise awareness of the issues diverse talent might experience in the realm of Global Mobility. Although international organizations have a Diversity, Equity, and Inclusion (DEI) objective, many need to catch up due to a lack of understanding of how DEI impacts Global Mobility. 

Global Mobility Programs often do not require specific Diversity and Inclusion objectives as part of their strategy. While I understand that we might not need to develop an inclusion strategy ONLY for Global Mobility, we should still include Global Mobility in our Diversity, Equity, and Inclusion goals.

Globally, the proportion of female employees engaged in international assignments is merely 14%. While this percentage may differ across industries and regions, the overall picture is clear: even in well-developed markets, achieving gender parity is far from satisfactory.

Female and minority talent often miss opportunities because they lack transparency. They need to be made aware of the possibilities and usually require access to the informal networks where participants are nominated for such opportunities. Even worse, white men tend to nominate other white men for international career opportunities within the military tradition and other old boys’ clubs. Most assignments are still nomination-based. You get the gist. 

How do we define Rainbow Talent and Lifestyle Expats

As there are many different groups and changing identities, I would like to summarize them under the umbrella of all colors by the term Rainbow Talent and Lifestyle Expats.

I’m using this term as an inclusive summary of the following groups:

• Women of all skin colors,
• BIPOC: The acronym BIPOC refers to black, indigenous, and other people of color and aims to emphasize the historical oppression of black and indigenous people.
• LGBTQIA+: LGBTQIA+ stands for Lesbian, Gay, Transgender, Queer, and other sexual identities and genders.
• Religious and other marginalized groups in your home and host countries,
• People with disabilities 
• People with a broad range of the mental health spectrum
• Refugees and Migrants
• Self-initiated expats (SIE), international transfers, and international hires.

You will often see unconscious bias because the Sponsoring Manager assumes that a woman has a house to keep and children to raise. They would not believe this for male talent. Sometimes the prejudice is just as simple as “women don’t do this kind of job or can’t work in this country.” 

Or there is the assumption that a married gay couple would have a hard time in specific locations because of the lack of legal acceptance of their marriage. Sometimes members of the LGBTQIA+ community are not even out of the closet within their companies. Although society has become much more open in the last 20 years, we must remember there could be many reasons why employees might not want to disclose everything about themselves to their employers.

There is enough evidence that companies having gender, ethnic, and cultural diversity are more likely than ever to outperform their less diverse peers.  Still, we hardly see any progress in this space within Global Mobility, so I wish all of us to push for Rainbow Talent within our expat population and communities.

Six Tactics for Your Global Mobility Policies

1 – Identify Strong Candidates with Performance and Potential Data:

Eliminate most of the prejudices, stereotypes, and biases by relying on complex data. Create a system of identifying those qualified for international work and projects. Performance and potential data are crucial factors to consider when selecting an ideal candidate. You can go back to “The Global Mobility Workbook” chapter 6 “Selecting Your Expats” for a framework. You must base selection on data and facts rather than sentiments.

2 – Select Candidates Based on Intercultural Competence:

Every candidate who meets the requirements should go through an intercultural competence assessment or even an assessment center designed to prepare for international assignments. The potentially stressful or dangerous context in the host location might deter some employees, but before assuming, have a conversation with your potential assignee. Work with a professional to assess their intercultural competence.  I can recommend the more academic Intercultural Development Inventory (IDI)™. We also work with the Individual Cultural Blueprint Indicator (ICBI) ™.

3 – Provide Inclusive Guidelines to Recruiters:

We have witnessed a surge of different “expatriates,” such as International Hires, Cross-Border Commuters, Global Nomads, International Business Travelers, and International Transfers. To be inclusive, we must support these people, their needs, and the “classical expatriate”. As mentioned in this interview, many international moves are now local-to-local transfers. Hence, often we do not involve a Global Mobility Manager in the process. An HR Manager or external recruiter is the point of contact for the “Expat Family”. We recommend that you refine your definition of the “Expat Family” and provide more support to all parties involved. A “Box of Chocolates” approach can be helpful here. 

4 – Ensure Commitment from all Senior Managers to the Cause:

Promote intercultural competence within your senior workforce. Offer “Unconscious Bias” training to your senior managers and ensure your senior managers lead a diverse workforce. Expose them to other cultural styles and make sure that they are committed to the cause of inclusive leadership and that they are trained to speak to “Rainbow Talent” appropriately. We are working on a new publication called the “Global Rockstar Album” which supports leaders to become more inclusive. If you want to be informed about the book and join the launch party please sign up here.

5 – Offer a Global Job Platform with a Self-Nomination or Open Application Process:

Most companies work like social media, despite official structures there are informal networks. You have fans and followers, occasionally a sponsor or supporter. You can make your job opportunities transparent by allowing a self-nomination process. All talents want a fair chance at success, and you must find ways to motivate them to apply. 

6 – Target Your Job Ads to Rainbow Talent:

You also need to write more inclusive job profiles so they match real professionals and do not “sound” like you only want a white alpha male. As I mentioned in “The Global Career Workbook (2016)” most job profiles I’m reading have been written for Batman and Robin. We need more Wonder Woman and Supergirl profiles. It’s hard enough for Rainbow Talent to feel worthy to apply. Let’s make it easier by not setting totally unrealistic expectations from the beginning. 

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References and Further Reading

Statistics on Female Participation in International Assignments

Recent data indicates a modest improvement in the representation of women in international assignments:

• Global Average: Women now constitute approximately 20% of international assignees, up from the previously reported 14%.

• Regional Breakdown:

  • North America: 25%

  • Europe: 22%

  • Latin America: 17%

  • Asia: 13% Multiplier+1mobilityexchange.mercer.com+1

Despite these gains, achieving gender parity remains a significant challenge worldwide. mobilityexchange.mercer.com

🏳️‍🌈 Inclusion of LGBTQIA+ and Minority Talent in Mobility Programs

The integration of DEI objectives into Global Mobility strategies is still limited:

• DEI Integration: Only 57% of organizations report having a basic level of DEI integration in their mobility programs.

• Data Collection: A significant 73% do not collect or report DEI data related to their mobile workforce. KPMG

This lack of data hampers efforts to identify and address disparities in mobility opportunities for LGBTQIA+ and minority employees.

🔍 Barriers to Equitable Access in Global Mobility

Several systemic issues continue to impede equitable access to international assignments:

• Nomination-Based Assignments: Many international assignments are still filled through informal nomination processes, often favoring existing networks and perpetuating homogeneity.

• Lack of Transparency: Opportunities for international assignments are frequently not communicated broadly, limiting awareness among diverse talent pools.

• Socioeconomic Barriers: Employees from lower socioeconomic backgrounds face additional challenges, including cultural biases and limited access to mentorship, affecting their mobility prospects. Financial Times

📉 Shifts in Corporate DEI Commitments

There is a noticeable trend of companies reevaluating their DEI initiatives:Financial Times+3WSJ+3Axios+3

• Reduction in DEI References: Mentions of DEI in corporate filings have decreased significantly, reflecting a broader retreat from such programs amid political and legal pressures.

• Policy Rebranding: Some organizations are rebranding DEI efforts using terms like “belonging” and “inclusive workplaces” to navigate political sensitivities.The Washington Post

These shifts may impact the prioritization and effectiveness of DEI strategies within Global Mobility programs.

✅ Positive Developments and Strategic Opportunities

Despite challenges, there are areas of progress and opportunities for enhancing DEI in Global Mobility:

• Strategic Alignment: A significant 72% of organizations are aligning mobility strategies with broader business objectives, indicating a strategic approach to talent development.

• Technology Adoption: Approximately 76% of companies utilize technology tools to manage international assignments, and 51% plan to leverage AI for administrative tasks, which can be harnessed to promote equitable practices.

• Inclusive Policy Design: Organizations are increasingly recognizing the need for mobility policies that accommodate diverse family structures and personal circumstances, fostering a more inclusive environment. Human Resources Online+2KPMG+2hub.kpmg.de+2Human Resources Online

🔚 Conclusion

While there have been incremental improvements in the representation of women and the integration of DEI principles in Global Mobility programs, significant gaps remain. Addressing these challenges requires a concerted effort to:

• Enhance transparency in assignment opportunities.

• Collect and analyze DEI-related data within mobility programs.

• Develop inclusive policies that consider the diverse needs of employees.KPMG

By embedding DEI objectives into the core of Global Mobility strategies, organizations can foster a more equitable and inclusive environment that leverages the full potential of their diverse talent pools.

📊 Updated Statistics on Female Participation in International Assignments

Recent data indicates a modest improvement in the representation of women in international assignments:

• Global Average: Women now constitute approximately 20% of international assignees, up from the previously reported 14%.

• Regional Breakdown:

  • North America: 25%

  • Europe: 22%

  • Latin America: 17%

  • Asia: 13%Multiplier+1mobilityexchange.mercer.com+1

Despite these gains, achieving gender parity remains a significant challenge across all regions. mobilityexchange.mercer.com

🏳️‍🌈 Inclusion of LGBTQIA+ and Minority Talent in Mobility Programs

The integration of DEI objectives into Global Mobility strategies is still limited:

• DEI Integration: Only 57% of organizations report having a basic level of DEI integration in their mobility programs.

• Data Collection: A significant 73% do not collect or report DEI data related to their mobile workforce. KPMG

This lack of data hampers efforts to identify and address disparities in mobility opportunities for LGBTQIA+ and minority employees.

🔍 Barriers to Equitable Access in Global Mobility

Several systemic issues continue to impede equitable access to international assignments:

• Nomination-Based Assignments: Many international assignments are still filled through informal nomination processes, often favoring existing networks and perpetuating homogeneity.

• Lack of Transparency: Opportunities for international assignments are frequently not communicated broadly, limiting awareness among diverse talent pools.

• Socioeconomic Barriers: Employees from lower socioeconomic backgrounds face additional challenges, including cultural biases and limited access to mentorship, affecting their mobility prospects. Financial Times

📉 Shifts in Corporate DEI Commitments

There is a noticeable trend of companies reevaluating their DEI initiatives:Financial Times+3WSJ+3Axios+3

• Reduction in DEI References: Mentions of DEI in corporate filings have decreased significantly, reflecting a broader retreat from such programs amid political and legal pressures.

• Policy Rebranding: Some organizations are rebranding DEI efforts using terms like “belonging” and “inclusive workplaces” to navigate political sensitivities.The Washington Post

These shifts may impact the prioritization and effectiveness of DEI strategies within Global Mobility programs.

✅ Positive Developments and Strategic Opportunities

Despite challenges, there are areas of progress and opportunities for enhancing DEI in Global Mobility:

• Strategic Alignment: A significant 72% of organizations are aligning mobility strategies with broader business objectives, indicating a strategic approach to talent development.

• Technology Adoption: Approximately 76% of companies utilize technology tools to manage international assignments, and 51% plan to leverage AI for administrative tasks, which can be harnessed to promote equitable practices.

• Inclusive Policy Design: Organizations are increasingly recognizing the need for mobility policies that accommodate diverse family structures and personal circumstances, fostering a more inclusive environment. Human Resources Online+2KPMG+2hub.kpmg.de+2Human Resources Online

🔚 Conclusion

While there have been incremental improvements in the representation of women and the integration of DEI principles in Global Mobility programs, significant gaps remain. Addressing these challenges requires a concerted effort to:

• Enhance transparency in assignment opportunities.

• Collect and analyze DEI-related data within mobility programs.

• Develop inclusive policies that consider the diverse needs of employees.KPMG

By embedding DEI objectives into the core of Global Mobility strategies, organizations can foster a more equitable and inclusive environment that leverages the full potential of their diverse talent pools.

Four Ways Organizations Can Support Their LGBTQ+ Employees

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

Cohen, E. / Weinberger, A. (2023): “The Push for Female and Minority Talent in Global Mobility” , Video Interview ANGIE W 1:1 6/6 (spkr)

Coaston, J. (2019). Intersectionality explained: Meet Kimberlé Crenshaw, who coined the term. Vox. https://www.vox.com/the-highlight/2019/5/20/18542843/intersectionality-conservatism-law-race-gender-discrimination

Wettstein, R. (2020, June 22). ‘We must strive to be anti-racist’ SWI swissinfo.ch. https://www.swissinfo.ch/eng/-we-must-strive-to-be-anti-racist-/45847188

Vargas, J. A. (2013, February 6). My Life as an Undocumented Immigrant. The New York Times. https://www.nytimes.com/2011/06/26/magazine/my-life-as-an-undocumented-immigrant.html

Waldman, K. (2018, July 23). A Sociologist Examines the “White Fragility” That Prevents White Americans from Confronting Racism. The New Yorker. https://www.newyorker.com/books/page-turner/a-sociologist-examines-the-white-fragility-that-prevents-white-americans-from-confronting-racism

Kramer, S. (2018). How Inclusion and Diversity Impact Global Mobility Programs [Report]. Retrieved 15 June 2021, from https://fowmedia.com/how-inclusion-and-diversity-impact-global-mobility/ 

McKinsey & Company. (2020). Diversity Wins: How Inclusion Matters [Report].
Diversity wins: How inclusion matters

Paton, T. (2021). DiversityBusiness.com | News. Retrieved 15 June 2021, from Minority and Gender Expatriate Challenges on International Assignments by Tom Paton 

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

Weinberger, A. (2019): The Global Mobility Workbook, Third Edition.

Why Women Don’t Apply for Jobs Unless They’re 100% Qualified. (2014). Retrieved 15 June 2021, from https://hbr.org/2014/08/why-women-dont-apply-for-jobs-unless-theyre-100-qualified 

Expatriate Management: Women in the Workforce. (2019). Mercer Mobility. https://mobilityexchange.mercer.com/insights/article/expatriate-management-women-in-the-workforce

Why Only 25 percent of International Assignees Are Women 121: Why Only 25% Of International Assignees Are Women