Diversity and Inclusiveness in a globally mobile workforce

26–29 October 2014

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Disclaimer

► EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Ernst & Young LLP is a client serving member of EYGM in the US.

► This presentation is (c) 2014 Ernst & Young LLP. All rights reserved. No part of this document may be reproduced, transmitted or otherwise distributed in any form or by any means, electronic or mechanical, including by photocopying, facsimile transmission, recording, rekeying, or using any information storage and retrieval system, without written permission from Ernst & Young LLP. Any reproduction, transmission or distribution of this form or any of the material herein is prohibited and is in violation of US and international law. Ernst & Young LLP expressly disclaims any liability in connection with use of this presentation or its contents by any third party.

► The views expressed by panelists in this session are not necessarily those of Ernst & Young LLP or its professionals.

Human Capital Conference

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Agenda

► Why is Diversity & Inclusiveness (D&I) important► How does Mobility fail to support D&I► How can Mobility support D&I► Case Study: the International Dual Career Network

(IDCN)► Conclusions

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Why is D&I important?

► Changing demographics► Talent that can compete in diverse market► Profile of the assignee population needs to match the

profile of the future leadership► Workforce equity► Discrimination► Equal opportunity► War for Talent► Smarter teams with diverse groups

Human Capital Conference

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How does mobility fail D&I?

► Majority of organizations do not actively promote the assignment of minorities within their mobility programs

► Women represent only 15% of employees on a long-termassignment*

► Lack of policies supporting diversity► Cost of supporting diversity► Assignee selection process► Lack of data on diversity► Lack of understanding of benefits of diversity► Company culture in certain markets► Leadership not supporting diversity

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How can mobility support diversity?

► Education► Policies► Selection processes► Linking to the diversity programs► Special programs within companies► External solutions

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Case Study: International Dual Career Network (IDCN)

Human Capital Conference

IDCNEY Human Capital conference 

26 ‐ 29 October 2014, Lisbon, Portugal

Agenda

IDCN Corporate Members2

IDCN Talent pool3

YTD 2014 KPIs4

IDCN Membership5

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The Dual Career Business Case 1

International Dual Career Network Business Case 

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Family and spouse issues continue to be one of the biggest challenge that threatens the success of international assignments

Family issues increased from 61% to 65% in 2013 influenced by tremendous changes for the mobile employees’ spouses*

Extend relocation support  Facilitating job search for mobile employees’ spouses Nonprofit association with 70 corporate members

* EY ‐ Global Mobility Effectiveness Survey 2013

Talent Mobility: 70% Nestlé talents in a Dual Career Attract Talent: Dual Careers globally are increasing Knowledge transfer: Global knowledge, local experience

The vision and values of IDCN

Companies & Organisations

• Ease the mobility of talent in Dual Career situations

• Give exposure to an untapped talent pool of professionals with a variety of backgrounds 

• Enhance the Employee Value Proposition for current and future talent

Spouses & Partners

• Support in professional integration in a new location 

• Opportunity to network with HR professionals, corporate representatives and like minded spouses and partners 

• Visibility of professional development opportunities 

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IDCN  Global Executive Board

Sue JohnsonIDCN PresidentHead of Gender Balance and Diversity

Raquel Blanc GutiérrezIDCN Vice PresidentVice President Diversity & Inclusion

Jane HarrisTreasurerHead of Global Mobility

Latifa Taleb‐SerreGeneral SecretaryHead of International Mobility France

Denise PeartGlobal Talent Director

Louise BarreletIDCN Permanent GuestSenior Manager | Human Capital

Tobias Simons Group Vice PresidentHead of Global Mobility

Gail AxonDirector of HR Solutions

Marian ChirachesIDCN Global Coordinator

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Global Members – 18 companies

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Local Members – 52 companies

YTD 2014 IDCN achievements

70 Member Organisations

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30

50

70

2011 2012 2013 YTD 2014

Cities: Geneva, London, Paris, Zurich, Los Angeles, Mexico City, Sao Paulo, Dubai, New 

York, Basel

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Spouses registered1,617

350 700 

1,326 1,617 

2011 2012 2013 2014 H1

Spouses found  Jobs157

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15

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NEW YORK, USANEW YORK, USA

DUBAI, UNITED ARAB EMIRATESDUBAI, UNITED ARAB EMIRATES

BEIJING, CHINABEIJING, CHINA

IDCN  Global presence – 10 networks in September 2014

IDCN Membership

MEMBERSHIP GLOBAL LOCAL

Annual fee Eur 5,000 Eur 750

Benefits

Benefits of IDCN talent pool all over the world where member is part of a networkBenefits from global dual career supportBranded as IDCN global memberBenefits of local membership in all locations where they join

Benefits of IDCN talent pool in a specific locationBranded as IDCN local member in the specific location

CommitmentsHosts IDCN Partner Event in a location minimum every 2 yearsParticipates in Local Corporate Steering Committee MeetingsParticipates in Global General Assembly

Level of influence

Right to nominate Global Executive Board memberVoting right on General AssemblyInfluence on Global DirectionGlobal Ambassadorship

Involvement in local strategy and decision makingLocal AmbassadorshipVoting right on General Assembly

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