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Think Global People Relocate Awards 2024 iconOut nowMagazine

Summer issue

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Think Global People Relocate Awards 2024 iconOut nowMagazine

Summer issue

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Contribute to best practice and policy guidlines

Experience the Think Global Women: Inspire Inclusion event held in London for yourself. Watch the videos as an individual or share with your organisation and stakeholders. Facilitate your own discussions and then share your feedback with us. Your views and allyship will help to accelerate pay parity and promote inclusive workplaces around the world.

Below is a summary of the feedback from our roundtable discussions on 8 March. We can’t wait to hear what ideas and action points you suggest for best practice guidelines. Email







Start implementing actions to inspire inclusion in your organisation

We’ve collated the ideas, suggestions and experiences of the many delegates, including global experts who attended the event into a series of action points that employers and organisations can use to enhance inclusivity. This framework will benefit all employees – men as well as women – to help increase diversity and inclusion and open up greater opportunities for all.

Gender equality & allyship

Covid has brought positive changes, especially in terms of flexibility and remote work, benefiting both working mothers and fathers. Now that many organisations are starting to insist that staff return to the office, those companies that offer flexible and remote work arrangements are likely to be better able to recruit and retain staff.

Organisations could help working parents by:

  • Allowing maternity and paternity leave to be split between both parents, rather than limiting the amount of time the father is allowed to take off work
  • Introducing flexible working arrangements to prevent burnout, particularly women who are caring for children and elderly parents
  • Implementing flexible working hours, respecting personal time and important family commitments
  • Highlighting the importance of senior leaders embracing a culture of flexibility, modelling flexible working and advocating for job-sharing opportunities
  • Recognising the challenges of balancing dual careers and childcare responsibilities
  • Understanding that women often carry the greater mental load of managing childcare and household tasks, which can impact their ability to prepare and perform at their best at work.

In conclusion

Open discussions between partners and employers can help find flexible arrangements that suit the individual needs of all employees.
Men would also benefit from a workplace culture that is more inclusive and family-friendly and that recognises unsocial working hours are challenging for fathers as well as mothers.

Email us with your feedback and suggestions for best practice guidelines.

Employers should remain vigilant about the effect on mental health and wellbeing of both working from home and the transition back to in-person work post-covid. While some employees have found the ability to work from home very liberating, others suffer from loneliness and a lack of support.

Organisations could help foster wellbeing by:

  • Implementing wellbeing training policies and promoting mental health first aiders in the workplace
  • Offer flexibility in work arrangements to fit individual needs, including the ability to work part-time and job share
  • Understanding that women often prioritise others’ needs over their own, leading to burnout and health issues
  • Many employees suffer from blurred boundaries between work and home life, affecting mental health and productivity.

In conclusion

Employers and line managers have a responsibility for the welfare of all their staff.

Promoting job sharing, introducing or maintaining flexible work arrangements and prioritising employee wellbeing are key to ensuring that staff are looked after and allowed to do their best work. A happier workforce is likely to be more productive. Wellbeing checks, awareness of mental health issues and taking a genuine interest in your team are essential roles for a line manager.

Email us with your feedback and suggestions for best practice guidelines.

Some organisations have a menopause policy and work hard to raise awareness about menopause through initiatives like menopause cafes and webinars. Others do not, but should be thinking about what policies or procedures they could be introducing.

Organisations could help provide menopause support by:

  • Creating safe spaces for women around menopause issues
  • Providing additional days off where necessary, which could be framed as ‘wellbeing days’ available to all staff so as not to stigmatise women
  • Monthly menopause cafes to help answer questions and concerns
  • Sessions for men to understand this life stage and how they can support someone they live with through menopause.

In conclusion

There is often stigma around menopause and women are reluctant to talk about it at work. Educating men and women to understand the pressures and challenges around this time of life can lead to a better understanding. Offering wellbeing days for all staff members means that people can take time off when they need it without embarrassment or compromise.

Email us with your feedback and suggestions for best practice guidelines.

Effective communication, engagement and role modelling are all essential in promoting allyship and gender equality. Younger women in particular often lack confidence and may not be vocal in meetings. Helping them build confidence with practical assignments and feedback can be invaluable.

Organisations could help promote the resilience of their staff by:

  • Encouraging supportive environments where individuals are empowered to set and achieve goals, which in turn fosters confidence
  • Supporting underrepresented groups and becoming an ally for women by championing their ideas and inputs
  • Identifying each individual’s unique skills and abilities and celebrating differences among people to build confidence
  • Training line managers to recognise the skills of team members and to give them support and coaching to develop personally and professionally.

Organisations could help foster confidence and allyship by:

  • Helping team members set goals and work towards them so that when the project is complete, they have learnt a valuable new skill set
  • Giving regular constructive feedback, rather than formal annual performance management reviews, which are historic and backward-looking
  • Those who are in a position of privilege could promote allyship by using their voice and influence to support others.

In conclusion

Organisations should ensure that women are given stretch assignments and projects that enable them to develop career-enhancing skills.

Allyship is a constant, ongoing process, which involves championing others in the workplace. Both men and women can be allies to other women and help them advance and fulfil their potential.

In summary, allyship operates at three levels: at the individual level between colleagues and managers, at the leadership level with line managers and senior staff, and at the organisational level in terms of promoting a culture of inclusion and diversity.

Formal and informal women’s groups can help to promote discussion around the key issues that affect women’s careers. It is also immensely helpful to have role models and to set goals. In this respect, the support of line managers is critical. The key message here is that helping women helps everyone. A more diverse organisation is more likely to appeal to a younger demographic who will be the talent pipeline of the future and enable the business to thrive and survive any challenging times.

Email us with your feedback and suggestions for best practice guidelines.


International mobility and career advancement

Women face barriers in accessing international leadership positions and a lack of support for spouses during relocations often affects dual-career couples. To take on a senior role, applicants often have to demonstrate that they have experienced an overseas role or have global experience.

Around a third of expatriate assignments initiated by organisations are held by women, but the balance between self-initiated global roles between men and women is 50-50. In other words, women have an appetite for global roles, but may be held back by policies and biases in organisations, even if these are unconsciously implemented. There are also difficulties for couples with dual careers, especially if an employer does not offer support in helping the spouse apply for a visa and find comparable work.

Organisations can help support women’s international careers by:

  • Advocating for policy changes to support visa applications for spouses
  • Increase transparency when choosing candidates for international assignments
  • Recognising that for couples with dual careers, an international assignment can bring tensions around the division of childcare and finding a fulfilling job
  • If one partner cannot find work as a result of relocation, that can put an emotional and financial strain on the family
  • Using the support on the ground from service providers can also be immensely helpful and reassuring to couples and families when they are moving location
  • Vertical segregation means that women tend not to be in the senior jobs from which the candidates for overseas assignments are chosen.

In conclusion

Often there is insufficient support for spouses when relocation is taking place.

Employers need to be transparent about the level of family support they will provide, including help with visa applications.

Organisations could consider providing career support and career counselling to help women push their careers forward.

It can be advantageous for companies to advertise that they want women to take international opportunities because it will widen the diversity pipeline and enhance the reputation and brand.

Email us with your feedback and suggestions for best practice guidelines.

Women experience pay disparities, requiring advocacy and action. Potential strategies include raising cultural awareness and identifying the skills needed for more senior roles.

Organisations can help support women’s equality in pay by:

  • Recognising the impact of the culture of the organisation and not expecting women to be able to flourish where there is bias and discrimination
  • Signalling the need for coaching and career development for women, but being aware that this will not be enough if those women are being held back by cultural or systemic barriers
  • Educating line managers to support women better and providing coaching and feedback continuously.

In conclusion

Salary transparency is essential to avoid bias and unfair remuneration policies or issues.

Women can set up formal and informal networks to gain the skills they need to raise their profile and ask for promotions and pay increases.

Fair pay is an essential component of a robust environmental, social and governance (ESG) policy, which is increasingly required from organisations by regulators, laws, stakeholders and investors.

Email us with your feedback and suggestions for best practice guidelines.


Women are underrepresented in education leadership roles, especially in international settings. Role models, coaching and encouragement are needed to empower girls and young female leaders and help them see that their future could be in a leadership role.

Organisations can help support women’s leadership roles by:

  • Ensuring that education and teacher training promote gender equality and support female leadership development
  • Tailoring strategies such as career coaching to drive forward women’s career advancement
  • Making sure all employees understand how to upskill to adapt to changing work patterns

In conclusion

On a global basis there is a shortage of international female leaders and the education sector is no different. Many organisations are having to recruit internally, which can be good for women, but this does not always provide opportunities to the wider potential pool of international talent.

There are misconceptions about certain jurisdictions and geographies, for example, the Middle East and India, where women’s leadership is advancing, but the perception is that there are limited opportunities for female leaders.

It is important to provide role models for girls in school and at the youngest age. Managers and organisations can “tap women on the shoulder”, encourage younger female leaders to step up, involve girls far more in leadership programmes, and look at teacher education in colleges and universities.

By educating females in the workforce, and encouraging them to strive for female leadership, there will be support for the careers of younger women. For everyone in education, there is a need to drive your career, take responsibility for developing your skillset, and encourage younger women to do the same.

Email us with your feedback and suggestions for best practice guidelines.

Accelerate change

We want to hear from you, your organisation and stakeholders to keep up the momentum. Contact us with content and photos inspired by the Think Global Women 2024 ‘Inspire Inclusion’ event and videos and email

Register for forthcoming online and live Think Global Women activities 


Inspire Inclusion Articles

Gender equality and allyship: actions to inspire inclusion in the workplace

Gender equality and allyship: actions to inspire inclusion in the workplace

Gender equality, flexibility, wellbeing and allyship are important ingredients in making the workplace better for women. On International Women’s Day, Fiona Murchie, managing director of Think Global People, facilitated a wide-ranging discussion on how to enhance ...
Think Global Women community celebrates International Women’s Day 2024

Think Global Women community celebrates International Women’s Day 2024

Relocate Global and the Think Global People community marked International Women’s Day in London at the Institute of Directors on Friday 8 March.Guests from across our Think Global People community joined speaker Joy Burnford, author of ‘Don’t Fix Women’, and ...
International Women’s Day 2024: Inspiring Inclusion

International Women’s Day 2024: Inspiring Inclusion

Ahead of International Women’s Day – the global event celebrating the achievements of women and a call to action to accelerate women's equality – we look at this year’s key themes as we continue to join the call to ‘inspire inclusion’ and our work towards a more ...
A toolkit to empower women and boost career prospects

A toolkit to empower women and boost career prospects

Amira Kohler, a top HR and Change Consultant with a wealth of global experience, ahead of International Women's Day on 8 March, explains the importance of promoting allyship among men and women, modernising performance management practices, and equipping women ...
Men Stepping Forward – How men can become change makers for diversity and inclusion in organisations

Men Stepping Forward – How men can become change makers for diversity and inclusion in organisations

Marianne Curphey spoke to Professor Elisabeth Kelan ahead of International Women's Day & our live Think Global Women event, on 8 March 2024 in London.  Why is it that despite the best efforts of organisations to encourage diversity and inclusion, and all ...

Other Resources

Episode 5: Why diversity and inclusion matter

Episode 5: Why diversity and inclusion matter

Why diversity and inclusion matter While diversity can help organisations grow and thrive, the path to create a fully diverse working culture can be more problematic than organisations anticipate. Changing culture can be challenging but there are strong social, human capital and business case arguments for incorporating and improving diversity.
Episode 4: Dual careers and how to manage them in a global mobility context

Episode 4: Dual careers and how to manage them in a global mobility context

Marianne Curphy and Dr Sue Shortland, discuss dual careers and how to manage them in a global mobility context. They look at why supporting partners and spouses as well as the assignee can lead to better outcomes, more successful assignments and greater productivity and wellbeing They also examine the risks to the employer if a working partner decides to stay at home, issues around working visas and support and whether the cost of supporting dual careers outweighs the benefits.