Employees today view global mobility as a strategic means to develop their career, learn new skills and expand professional networks across industries and countries. International experience is also a way for employees to get on the fast track towards leadership positions, especially as more companies expand their sales outside of their home country. A recent New York Times article recently echoed this, highlighting that nearly 40% of CFOs have lived and worked abroad.

On the other hand, a recent PwC survey highlighted a major gap in the global mobility talent pool— 70% of female employees want to work outside their home country but only 25% of assignees are female. Additionally, 63% agreed with the statement “I feel international experience is critical to further my career.”

As companies prepare to increase their levels of mobile talent, it is important to identify the barriers inhibiting women from international work experience. Companies should approach an increase in female assignees as a way to benefit from attracting and retaining top female employees and developing the future leadership of their company.

At MOVE Guides, we also believe that modern technology, like our Talent Mobility Cloud, can help address this massive gap in the talent pool. By leveraging technology that frees resources, HR and global mobility professionals can now focus on strategic talent objectives, such as bringing greater diversity to their talent mobility programs.

Below I highlighted PwC’s seven core tactics that can help companies address the global mobility gender gap and facilitate greater diversity in their international assignee talent pool. Click here to read the full report.

PwC’s Strategies for Addressing the Global Mobility Gender Gap

1)   “Timing is everything”: Try to encourage and offer international opportunities for female employees in the early stages of their careers.

2)   “Engagement is critical”: PwC research found that female employees are more likely to accept an assignment when they are committed to their employer.

3)   “Location, not duration”: Work with your female talent to find the best locations. This is much more important than focusing on the duration of the assignment.

 4)   “Champion your role model”: 28% of surveyed females cited a lack of role models as a reason for declining an assignment. High profile female leaders with international experience within the company can help coach and mentor potential or current female assignments. 

5)   “Tackle the dual-career issue”: Companies need to look to support the trailing spouse. Providing help with finding their spouse a full time job can help increase the chances for a successful relocation experience.

 6)   “Build gender-specific support networks”: PwC highlights that the traditional, male centric social network may not support the female assignee and her family. Companies should look for new ways to help their female assignees build a social and professional network. 

7)    “Focus on repatriation”: PwC research has shown that 44% of repatriates leave their companies within the first two years of returning to their home company. If a female assignee has a frustrating international experience, failure to help manage their adjustment back into the home market can be even more disruptive to their career.

We are seeing that organizations are reviewing their mobility program to decide what actions can be taken to increase diversity and encourage participation by females and other minority groups.  By doing this, organizations have the best possible chance of developing the diverse talent they need to drive their business forward.

Brynne Herbert

About the author

Brynne Herbert

CEO and Founder

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