With talent shortages well documented and voluntary turnover largely caused by a lack of career development opportunities, your global workforce mobility program can be a strategic tool for supporting diversity and inclusion. What follows are some best practices to consider as you secure meetings with HR/Talent Management to align your 2016 goals:
Unfortunately, women are still in the minority among the expatriate community, as stereotypes often prevent managers from asking females to consider an assignment. For example, assuming a young female executive would rather settle down and have children than advance her career through an assignment. Some ways that companies can increase the number of women considered for international assignments include: Continue Reading →
We recently presented our latest webinar on optimizing workforce mobilty, with a focus on candidate assessment. The webinar was well-attended and, as expected, generated a number of questions from attendees. Unfortunately we couldn’t get to all of the questions during the webinar, so we’ve collected them here. Responses are from me and co-presenter Barry Kozloff. If you missed the webinar, you can download it here.
Q: Does the assessment process lead in actually declining candidates that “had been selected” by HR? In which proportion? Has it been used to provide a series of “things to watch” for people supervising the assignment?
LL: Based on what we have seen from our client base that uses assessments and/or cross cultural training, the information is used to provide guidance on red flags, and only very occasionally does it change the decision from “go” to “no-go”.
BK: Corporations use assessment results for different purposes; for many companies a formal assessment process is mandated prior to a job offer. Where companies have established a “formal assessment process” a high proportion of Mobility-HR and Business leaders use assessment results for a “go / no go” Selection decision.