DE&I in global mobility

The business case for DE&I in global mobility

Global mobility is a powerful driver of diversity, equity and inclusion. It exposes employees to different cultures, working styles, and perspectives — expanding skills, broadening thinking, and building a richer leadership pipeline.

Working overseas gives people the chance to collaborate with leaders across regions and gain experiences they might never encounter at home. International opportunities are highly valued, and organisations with global mobility embedded in their culture tend to attract and retain talent more effectively.

When employees return from a move — or travel on to their next role — they bring back fresh ideas, new skills, and wider networks, sharing this knowledge across the business and strengthening global capability.

Where we are today

Businesses worldwide are increasingly recognising the value of workplace diversity — and in some countries, it’s more than just best practice; it’s a legal requirement to track and report it. Examples include:

• France: The Law for Equality between Women and Men requires companies with 50+ employees to submit an annual gender diversity report.

• United Kingdom: The Equality Act 2010 requires employers with 250+ employees to publish an annual gender pay gap report.

• Australia: The Workplace Gender Equality Agency mandates that non-public sector employers with 100+ employees submit an annual gender diversity report.

• Canada: Under the Canadian Human Rights Act, employers with 100+ employees must file an annual diversity report.

• United States: The Equal Employment Opportunity Commission (EEOC) requires employers with 100+ employees to submit an annual workforce diversity report.

Yet, how inclusive are global mobility programmes?  Are single parents, or people with blended or extended families afforded the same opportunities as their more traditional counterparts? Are people with disabilities able to take advantage of global mobility programmes? 

Most businesses will want to feel they give equal access to international moves to all people – and indeed on paper, opportunities may be available to all. However, it is not uncommon to see unconscious bias in the selection of assignees – or for individuals themselves to self-select out. In addition, there may be a view that accommodating differing needs is costly and difficult to manage – so it might be easier to “ignore” the issue. 

For some groups therefore, an international move might be something for” other” people who have entered the working environment with a more typical background. 

What companies can do differently

If things are to change, companies need to act, rather than hope for the best. It may even be appropriate to set target or quotas for DE&I in moves – although care needs to be taken that this does not mean that meeting the target takes precedence over making sure the move is the right thing for the individual. 

Measuring success

If you’re investing in a more inclusive programme, track its impact. Metrics will vary but could include:

Data collection can be challenging — for example, not all employees will disclose personal information — but lack of perfect data shouldn’t stall progress.

True inclusivity in global mobility takes thought, flexibility, and a willingness to challenge the status quo. The reward is a stronger, more diverse talent pipeline, a richer cultural exchange, and a workforce that sees opportunity as something open to everyone — not just a select few.