Leaders in Global Equality and Diversity since 1962
A World of Difference
ORC's Monthly Newsletter for Diversity and Inclusion Specalists Making a Difference in Their Organizations. Sign up for ORC Worldwide's Global EDI mailing list.
October 2009
Best Practice of the Month: Integrate Global Mobility, Talent Management, and D&I Processes
Most multinational organisations consider international experience a requirement for senior leadership positions, without which future leaders have little chance of developing the competencies required to run a global business or function. Nevertheless, few of these organisations have strategically tied together their global mobility, talent management, and diversity and inclusion processes to ensure that they are getting the most value out of international assignments.
In a 2002 study, ORC found that 82% of participating companies with large expatriate populations considered international experience an important criterion for advancement in management, but only 14 percent made any special efforts to ensure diversity among those selected to fill expatriate assignments. The average female representation among expats in participating organisations was 10%; among racial/ethnic minorities, 9%. Over the ensuing years, women have gained only slightly more international opportunities, according to ORC’s biannual Worldwide Survey of International Policies and Practices in over 900 employers. In 2004 and 2006 women claimed 11% of international assignments, and 12% in 2008. (The Worldwide Survey does not track minority representation.)
To get full value out of global mobility programs, the ways that international assignees are selected, developed, compensated, tracked, communicated with, and repatriated need to be completely aligned with the company’s broader systems for doing so. In addition, managing the careers of key talent, and diversity and inclusion needs to be baked into all of these. It’s a complex undertaking to review and merge all of these processes. Below is a basic outline of how to get started:
- Differentiate among international assignments based on their value as developmental opportunities and their value to the business. Determine which jobs might be reserved for technical experts, local nationals, early-in-career talent, and high potentials, and match people to jobs accordingly
- Use the differentiation as the basis for assembling cost-effective and equitable compensation and benefits packages for international assignees
- Create a global process for identifying future leaders (high potentials) on the basis of consistent criteria
- Select high potentials based not only on superior performance but also on mastery of leadership competencies, ability to learn and adapt to new situations, and emotional intelligence
- Make diversity an explicit topic of conversation in talent reviews
- Monitor performance ratings to ensure that all groups are being evaluated equitably
To learn more about integrating global mobility, talent management, and diversity & inclusion processes, contact Mary Martinéz or Susan Carter.
EEOC Proposes to Expand Disability Protections
The U. S. Equal Employment Opportunity Commission has requested comments for its long-awaited regulations implementing the ADA Amendments Act of 2008 (ADAAA). The proposed regulations would substantially expand the definition of “disability,” extending protections to over a million more Americans.
The proposed regulations would among other things:
- Instruct that impairment need not be a “significant” or “severe” restriction of a major life activity to qualify the individual for protection against discrimination under the Americans with Disabilities Act.
- Move away from individualised assessment by creating three categories of conditions—those which “will consistently” meet the definition of disability; those which “may be disabling for some individuals but not for others,” and those which “are usually not disabilities”
- Expand the scope of basic activities which “most people” can perform with little or no difficulty.
- Reinterpret the definition “working” to focus not on a broad range of jobs but rather on the ability to perform “the type of work at issue.”
- Cover a person under ADA even if they cannot show that the employer perceived them to be substantially limited to a major life activity, as long as they can show that the employer regarded them as having a condition that would qualify as a disability.
ORC will submit comments on the changes by the due date of November 23. If you have any observations that you’d like us to consider in our review of the implications of the proposed measures, please contact Nita Beecher.
Last Chance This Year to Attend Diversity Strategy and Practice Workshop
The last session in 2009 of the acclaimed Foundations of Diversity Strategy and Practice: An Introductory Workshop will be 6 November in London
Learn how to:
- Understand the local and global context for diversity and inclusion efforts
- Create a workable diversity strategy that’s tied directly to the organisation’s business strategy and goals
- Drive sustainable change by incorporating diversity principles into people management practices
- Apply best practices for working with stakeholders and managing employee networks
- Communicate the diversity and inclusion message
- Create accountability and reward and recognise diversity and inclusion performance
Foundations is the ideal learning experience for diversity professionals new to the field, members of diversity councils, affinity group leaders, HR professionals, and other managers and employees active in diversity efforts.
