As an inclusive country, the UK is a low-risk country for the majority of its workforce, a similar experience echoed in other LGBT-friendly locations such as America, Brazil and South Africa. But for employees in different areas around the globe, or those on international assignments to countries overseas, the welcome may not be quite as warm as it would be in these lower-risk destinations. When it comes to supporting LGBT employees’ global mobility, there’s a lot to consider – and it’s vital to be in the know to ensure the ultimate safety of your staff wherever they are in the world.
Global mobility for LGBT individuals
For global organisations, the majority of placements and international assignments are created based on the merit of the individual employee; whether they’re a rockstar in their field or hold a particularly vital skillset, this is the first consideration of most worldwide firms. But when it comes to LGBT staff members, there’s a little more to consider. In fact, according to statistics provided by Stonewall, more than half of the total countries worldwide don’t offer any form of protection against discrimination for LGBT individuals, and in some of these countries, sexual acts with those of the same gender may even be illegal under the law.
As such, there is more to consider than simply the individual’s skill set when considering their placement in a country abroad. International human resources are a must to ensure global diversity can remain as effective as possible within businesses. This means providing the support and tools for LGBT staff members to take the same opportunities as all other team members, leading to:
- The development and retaining of effective and talented LGBT staff members
- The improvement of the organsiation’s global reputation in regard to LGBT rights
- Compliance with LGBT discrimination laws across all countries, from the UK and beyond
Issues facing LGBT global mobility
For LGBT individuals, the act of working abroad can be a difficult one, especially when it comes to the various barriers they can face in the workplace as a result of the location in which they have been posted. These barriers can include anything from a lack of rights and protection, all the way through to the restriction of rights or even criminalisation in the most extreme cases. It’s vital that businesses are educated on the LGBT laws and barriers of a country before deciding upon sending an individual to a country that may be unsafe for them.
In countries such as Hong Kong, Russia and Middle Eastern locations, the challenges faced by LGBT employees may be far more significant. In contrast to more LGBT-friendly destinations, the majority of companies within the countries stated do not recognise the rights of individuals who are gay, lesbian, bisexual and transsexual. However, these concepts may apply to locally-run businesses, but that does not necessarily mean that global companies should carry those same discriminatory policies or laws.
Using global diversity to your business’ advantage
With many multinational companies openly leading the way when it goes to changing the laws and behaviours surrounding LGBT culture in anti-LGBT locations, the ability for LGBT employees to reach their full potential is easier than ever, promoting global diversity as a positive element of your business practices. Ensuring you allow your LGBT employees to reach their full potential is a must to ensure your business can reach its full potential too.
Technology is unquestionably changing the modern marketplace for corporations and businesses when it comes to moving their employees or teams to branches in different countries. With many trends maximising the efficiency of mobility professionals, 2020 is rapidly shaping up to be a landmark year for managers looking to optimise their workforce and put their effort and energy where it truly matters.
So, what elements maximise the global mobility of the modern workforce and why are they so effective?
Talent sourcing platforms allow businesses to deploy analytics that can help earmark and identify the best candidate for any job. This can be as simple as finding employees that speak multiple languages, possess key performance criteria, or have worked on similar projects and can add value to work in a different region. If employees aren’t quite hitting the mark, these programs can help break down the skillset for the role into concrete keywords; letting you review your internal staff database or recruitment pool for potential quality hires or transfers when it comes to managing your international human resources.
Blockchain’s ability to store employee and team data can empower you to review that information more holistically and effectively. Transferring data between departments or countries can result in a segmented view of information and an inability to ‘see the big picture’. Choosing to securely store key data through global blockchain technologies means that businesses are provided with a concrete history of all transactions and interactions and allows the data to be updated from a single point of contact. This cuts down the fuss that comes from teams accessing data and the disruption that can stem from international relocation.
AI programs can take up some of the slack when it comes to handling employees looking for references from different international departments. Mobility managers can deploy chatbots to field questions from teams across the globe in many time zones and choose to personally respond if the assistant is unable to reach a satisfactory conclusion. Many artificial intelligence programs can help employees by providing answers to common problems, links to relevant knowledgebase information, or storing targeted queries and delivering them to their handlers. As the AI encounters more questions, it learns and improves; taking some of the strain off your mobility manager and providing 24/7 support to even the most over-stretched of teams. This way the system and its processes become more refined and more suitable to your unique business needs.
With VR and augmented reality programs on the rise, it has never been easier for individuals working in different geographic locations or time zones to be present for important meetings or data sharing. This can be as simple as holding a group conference call using a range of smart devices such as everyday laptops, phones, or tablets. Alternatively, using augmented reality elements on virtual platforms can allow your attendees to interact as if all your staff were in the same room together. They can also use virtual diagrams or pointers to visualise key projects, build decisions, or add value to the meeting in a way that would be impossible even if people were present in a shared physical space.
Through our engagement with HR & Global Mobility leaders we have noticed a trend that many Global Mobility teams are striving to move away from being seen as an administrative function that purely co-ordinates employee moves, to instead being seen as a more valued strategic contributor to the organisation. However, the reality is those leaders are experiencing varying degrees of success.
Support for change is needed from across the business which is no easy task considering the commercial reality, competing priorities and tight resources many organisations are facing.
Buy-in from the senior management teams is crucial to enable and drive change within Global Mobility programmes.
Challenges for Obtaining Buy-in?
There are several challenges for Global Mobility teams who are striving for change.
Organisations are typically resistant to change and generally there is a lack of understanding of compliance duties. Add to this limited resources and the fact that collaboration and integration between functions remain the exception not the norm. This can often mean that there is dearth of consistent identity and positioning for Global Mobility within the business.
Operationally, there is more regulation and compliance than ever before. This adds additional risks and costs when moving and hiring talent across borders. These continually changing regulations and compliance requirements are uncompromising and highly stringent on employers.
A persuasive case to the management will have to focus on how an effective global mobility function will address these challenges, both strategically and operationally.
Aligning Global Mobility to the Wider Business Strategy
A crucial element to gain management support is to ensure that there is a vision of what Global Mobility should look like for the business. This will enable the senior management team to have a better understanding of how Global Mobility can align to the wider organisational strategy.
A few areas for consideration:
- Corporate Culture and Objectives
Understanding the high level goals of the organisation and what it is trying to achieve should ultimately determine the shape and form of any mobility programme.
Due to the ever dynamic nature of international business and uncertainty in the geopolitical landscape, many organisations need more flexibility and agility when deploying employees globally in order to increase competitive advantage.
Also, Global Mobility teams should consider how their programmes are aligned with the culture and core values of the organisation.
If the employee journey and experience is an important focus within the business, does this align with the current mobility programme? Are employee aspirations, expectations or experiences a consideration or is the focus driven by process and compliance tick boxing?
- Reducing Cost and Increasing ROI
Cost and return on investment will always be important for senior management, subsequently the key themes will be around the implications of organisational mobility in terms of investment, savings and returns.
Will changes in policies, procedures, systems or resources require investment? What are the expected returns – cost savings, resulting efficiencies?
Typically, we see the cost of Global Mobility being passed from department to department before ultimately coming out of the HR budget. A fully owned and ring-fenced budget, managed by a centralised Global Mobility function, will enable financial transparency for management purposes, through improved planning, accountability and effective vendor management.
- Technology Innovation
Improvements in technology now offer a huge amount of potential to enhance efficiency and effectiveness within Global Mobility programmes.
Global Mobility teams and organisations are moving away from locally managed spreadsheets to more comprehensive future-proofed technology platforms that support integration between functions such as HR, Global Mobility, Tax and Payroll.
But it doesn’t stop there, there is also an increased focus on data and how it can be utilised to better drive decisions, strategy and action. Analysing accurate data across Global Mobility programmes allows teams to measure and improve service performance, identify risk and trends and enable informed decision-making by both the senior management teams and the mobility function.
- Talent Strategy
The war on talent is relentless and competition for talent is fierce, however an effective Global Mobility programme can offer the potential to enhance talent acquisition and development for all levels of employees.
Strategically, Global Mobility should unite in the process of forecasting and planning for the future talent needs of the business. What skill sets does the organisations need to attract, where will they need to be and when will they be needed?
Another key area within talent strategy and where Global Mobility could add value is identifying and developing future leaders within the business. It is important for these future leaders to acquire the international exposure and experience that is expected for senior management positions.
The opportunity to work internationally is now a key draw for many employees seeking new roles, especially for Millennials who place a huge amount of importance on gaining professional experience within different cultures. Employers who incorporate international opportunities within their employee development schemes will be more appealing to top talent.
On the flip side there needs to be a focus on retaining repatriating employees. In order to avoid high attrition rates, these employees will want to understand what their future remit will be within the organisation.
Impact of Global Mobility Strategy
Securing senior management buy-in is imperative in developing a truly effective and sustainable approach to Global Mobility. Ultimately it rests on convincing senior management that Global Mobility can deliver in alignment with the overall business objectives, supporting the organisation’s competitive advantage.