Diversity, Equity, Inclusion and International Relocations

By Nev Naidoo

1.      Historical Perspective

When I was in Primary School (Elementary School in the US) I recall a teacher telling us that we should not aim high from a career standpoint, because, in his view, the higher you climb a mountain the whiter it gets. He continued by explaining it is a futile effort for Black and Brown people to aim high. That is unrealistic, he shouted…He was so-called non-White…

Let me explain the backdrop upon which my opening story is based…I was born and raised in what was then Apartheid South Africa where everyday life was determined by race, color, gender, religion, and ethnic origin. Race was in fact the single most important defining consideration, and even among the so-called ‘non-white’ population, some were defined as ‘blacker’ than others. Under Apartheid, in some parts of South Africa, children from the same family were separated based on the extent of their skin color and other physical features. At that young age, I was appalled by what my teacher said. In my mind, teachers are expected to encourage, motivate and guide young people in their development. I was raised to believe that the word “encourage” means to give courage and that our teachers were instrumental in cultivating that courage within us. I was not very impressed with my teacher. However, when I shared my teachers’ comments with my grandmother, she explained things from the perspective of the teacher, and while I disliked what my teacher said, with my grandmother’s help, I tried to understand where he was coming from. Like so many at the time, he was molded in a generation that accepted as ‘norm’ the proposition that people of color and women shouldn’t dream big, as we lived in a ‘White male dominated world’. Social norms and even legislation at that time advocated separation and inequality. Diversity, equity and inclusion were foreign to the local and national vocabulary, and the educational system was based on a very subjective curriculum that lacked credibility. I suppose the same prevailed in some other parts of the world, but South Africa then was at least bold enough to write this into its laws.

After graduating High School and completing my undergrad degree, I went to Law School. I might mention that I was part of a fortunate generation in South Africa at the time. We were born and raised in apartheid South Africa, but that country transitioned to a democracy at a time when we transitioned from childhood to adulthood. Apartheid was in the process of being abolished and I had the opportunity to witness a peaceful transition, culminating in Nelson Mandela becoming the first democratically elected President of a new, inclusive and free South Africa. It was a joyful time, and more importantly it was a period in my development when I discovered the importance of diversity, equity and inclusion. I must mention that post-apartheid South Africa was one of the first countries in the world, and the first country in Africa to legalize same-sex marriages.

While at Law School, in our Constitutional Law class, the professor was discussing the Civil Rights Movement in the United States, and she shared various case law examples dealing with unfair discrimination specifically based on race. I will not forget how nicely she articulated the facts and judgment in Brown vs Board of Education. In one of her lectures, she looked up at us and said, “Dream big and aim high…When you have a dream don’t let anything dampen it, keep hoping and keep trying, the sky is the limit”. She happened to be a White South African. As you can imagine, I was very encouraged by these words. Up until that point, in all my youth, teachers would instill in us a belief that we were limited in our goals, for that was how their minds were conditioned, but at Law School this professor encouraged us to soar notwithstanding our race, gender, background etc. I might also mention that when I started Law School, South Africa was politically and socially in a new space. All public schools and universities were no longer segregated. My fellow law students came from diverse backgrounds, and there were some who came from other countries too.  As someone who is racially and ethnically diverse, I was overjoyed at the prospect of positive change. It was amazing! The point I make is that at elementary and high school my teachers who looked like me discouraged us from dreaming big because of our race, but ironically at Law School the professors who didn’t look like me, but more like those whom we were told are our oppressors, encouraged us to aim high. I share this to provide some perspective for this article, but I also wanted to show how cultural conditioning, social indoctrination, and coming from different backgrounds can create barriers towards fostering a work environment that is deeply diverse, equitable, and inclusive. I also wanted to point out that when we speak of DEI, there should be no exceptions. DEI is not confined to race, gender, sexual orientation or ethnicity. Coming from diverse backgrounds must be a good thing as it promotes a work environment conducive to respect, tolerance and understanding. We can only create an inclusive work environment when we make everyone feel wanted and needed, including those who come from other countries.

2.      DEI in relation to international relocations

When we develop, populate and execute HR strategy in an organization, and more so in a multinational corporation, part of the integrity of our job is to promote the inclusion & diversity strategy of that organization, and/ or the DEI agenda as applicable. Talent Mobility is part of the HR function, so it goes without saying that all HR generalists, strategic business partners, HR specialists, people leaders and their teams should make inclusion & diversity, or DEI part of their agenda. It must be an integral part of their Management Operating System. I have been fortunate to work for organizations that have always advocated for DEI, or at the very least for I&D. Not only is it important, but it is also the right thing to do. I must mention however that while the most senior leadership and the values of the organization promoted DEI or I&D, not everyone in the organization held the same view, or at least personally aligned to these company values even though they presented like they did. From personal experience, and based on my observations and the feedback from others, there were many (and likely still are) hypocrites who claim to embrace DEI in word, but who neglect to do so in practice. I’ve always wanted to be a fly on the wall when these folks are having private conversations with their inner circle, outside the work environment.

A few months after arriving in the US I heard “shop-floor” talk that troubled me. I was told by a colleague that word on the ground is the only reason I was appointed to head up the Global Mobility Services (GMS) function in HR was because the HR Council wanted a person of color on the Human Resources Services Leadership Team (HRSLT). I was told that I had HR Generalist experience as HR Leader in Africa and in the Middle East but no GMS experience, and that I will fail as I simply was a “window dressing”. I recall pausing for a while and then factually it dawned on me that I was indeed the first person of color to serve on our company’s HR HRSLT. This was back in April 2015. It never occurred to me until this employee called it out. I remember mentioning this to my manager at the time. She was very supportive, and also disappointed to hear that this was the ‘talk of the town’. I recall her sitting me down and telling me that I should not feel discouraged or let their ignorance upset me. She told me that I was chosen because of the terrific work I had done in Africa and the Middle East. She said those who are spreading such rumors have no idea of the value I bring. She did mention that she wanted to build a diverse and inclusive leadership team and that our organization has strong diverse talent across the globe, and she will over time leverage that pool of strong talent. At the time I was also the first person to join the HRSLT from the emerging markets, and the only person who came from Africa and the Middle East. Additionally, apart from my Manager, I was the only member of the team with an HR generalist background. I share this to demonstrate how difficult and challenging it can be for international transferees. I was at a leadership level in the HR organization and had to endure the prejudices that existed at time, so one can only imagine what others across various levels might experience. In the light of this, I made it part of the integrity of my job to ensure that I give all transferees my undivided attention, care and support whenever needed. I made enhancing the employee experience part of our core values, and I impressed upon my team the need to treat every transferee with care, and to make them feel welcome no matter where in the country or in the world they come from. That approach paid dividends in many respects as we won the trust of mobile employees, and we became a credible player. Furthermore, our vendors aligned to our approach, helping us drive employee satisfaction. I was told I will not last in the role. I enjoyed leading GMS on the HRSLT for 9 years and 6 months, attempting several times to go back to a generalist role, but each time I thought of moving, something new and exciting was happening in GMS space or on the HRSLT. I must also mention that 9 years later, the HRSLT comprised one of the most diverse leadership teams in the organization, so my Manager did in fact achieve her goal as she envisaged back in 2015. As mentioned, I have relocated several times both domestically and internationally, and I my family and I have gone through the immigration process. I cannot stress the importance of personally living the experience of your customer. When you go through what those whom you support go through, there is a level of care and commitment to service that is unparalleled. It comes from the heart!

Therefore, it should make business sense that talent mobility is part of HR Strategy specifically as we help position the right talent in the right places. This aligns to business strategy given that the success and sustained growth and productivity of any business is largely determined by the level of talent positioned within that business. In my recent article on ‘Global Mobility Services as a strategic partner rather than just an enabler’, I noted that organizations are primarily inclined to relocate high performers; meaning that employees we move are largely top talent. I must admit that the one thing we don’t do well (or at least in most cases) is to thoughtfully and clearly align our talent mobility strategy to the overall I&D or DEI strategy. The time is right (now) for us to do that! We focus on race, gender, orientation, disabilities etc. but, in my view, there is little focus on international assignees or multi-national transferees, particularly in relation to cultural assimilation, onboarding and social transition. We’re all human, and everyone should be treated the same, but the reality is…we come from different cultural backgrounds, and that’s not a bad thing. Diversity is a good thing. After-all, we here in these United States know fully what ‘E Pluribus Unum’ means (Out of many, one), or at least I’d like to think we do.

Having done HR and Mobility leadership roles in Africa, the Middle East and the United States, and having supported businesses around the world, while building and managing diverse teams in Africa, the Middle East, the Americas, Europe and Asia, I thought it worth sharing some insights. I must mention that much of my observations and commentary below are not mine alone but are also based on conversations and discussions I had, over time with employees, managers and business leaders from around the world, east and west, north and south. When I relocated from Dubai, UAE to New Jersey, USA, I thought it would be a smooth transition for me and my family compared to our move from Johannesburg, South Africa to Dubai 4 years earlier. I figured it would be easier as English was my first language, I was familiar with the culture in the United States as we immersed ourselves with American popular literature while growing up, and at which point I had worked for an American Corporation for nearly a decade. I thought the only difference between where I originally came from and where I was going to would be the accent and the fact that I grew up in a place where people drove on the other side of the road. I was wrong, and I was in for a rude awakening!!!

One of the reasons I went to law school is my fascination with Abraham Lincoln and the US Constitution, but little did I realize how little I knew of the Land Lincoln presided over. I vividly remember the first day driving to my new workplace in New Jersey…As I pulled into the parking area, I noticed the bumper sticker on one of the cars. It read “America is full, no more room”. I was gutted, and I felt so unwelcome. However, when I walked into the building I was greeted by some very pleasant and friendly co-workers who were warm and welcoming. It also felt good to be greeted by a colleague who had a British accent, and another who talked with an Indian accent. I recall feeling somewhat intimidated when someone, in a very loud tone shouted “Hey, you have a funny accent, where do you come from?”, but further down the hallway another person, in a very gentle tone enquired “Wow, you have a nice accent, where are you from?”. I was also very encouraged when my manager at the time (who was based in Phoenix, Arizona) called to welcome me to the US and offered whatever help I needed to settle in. I was one of the fortunate ones. As I began working in the new environment I made some observations, which were later validated in conversations with others, and I will share that below.

I have helped mobilize talent across the globe, but in all my time in Human Resources I must have helped relocate thousands of employees from East to West. I worked in industries with heavy reliance on technical talent, seeking skills aligned with Engineering, IT, Software and technology, and we moved hundreds of high-level executives. While many of this mobile population come from all over the world, several employees come from Eastern Europe, China, Canada, the Middle East and Mexico, with a significant number (almost always the majority) coming from India. In my experience, most international relocations are to the United States, with many employees coming from developing countries or emerging markets.  Almost exclusively those on international relocation are inter-company transferees, meaning they have worked for foreign entities of the American Corporation for at least 12 months, typically having been based at their home country where the US company has operations. Accordingly, it is assumed that these employees are familiar with Company culture.

Having moved thousands of transferees at all levels of the organization, mainly from developing countries or emerging markets to developed countries or mature markets, and in a significant number of cases from India to the United States, I have made the following observation (and this is also based on feedback I received over time):

There is a perception among some, but a vital number of people in the United States that those coming from countries in Asia, for example India, are too quiet, often do not insert themselves into group discussions, and are not assertive or direct enough. In many instances, this is seen as a weakness or a major development area. In the same light, there is a perception among some, but a vital number of people in India or other developing countries that Americans are too vocal, direct and arrogant. My assessment is that for whatever reason, people don’t share these observations with each other and subsequently allow their perceptions to fester, leading to a sense of frustration that largely impedes against fostering positive employee relations. I come from a country that is literally at the bottom center of the world comprising a mixture of western, eastern and African perspectives. I also come from an ethnically diverse background with South Asian and South African heritage so I can easily see and understand the perspectives of both sides. To make sense of these perceptions, I pondered thoughtfully about how best to explain them, and sensibly coach each side to better understand the other, or at least to make sense of where each party comes from. One must be personable, diplomatic, aware of the sensitivities and non-partisan when managing these inter-cultural matters. So having emigrated to the United States and making this country my permanent home, and having immersed myself into the culture of these United States, and coming from a diverse heritage, I would explain it as follows:

Americans are not arrogant. From a tender age, the American education system, combined with its social practices and generally accepted cultural norms, teaches a child to grow with confidence, to express themselves freely and to verbalize their feelings, thoughts and aspirations in a clear, concise, succinct, audible and direct manner. The intent is to mold a young mind in a way that instills in them a high level of self-confidence. Children are taught to be respectful but are also encouraged to be assertive and confident. Emphasis is placed on individuality, and it is not considered unusual or atypical for younger people to engage in robust debate and dialogue, or even expansive disagreement with those who are older or more experienced.

Indians are not weak or quiet. From a tender age, the Indian cultural value system, combined with its social practices and generally accepted cultural norms, teaches a child to grow with humility, to speak when spoken to and to afford those who are senior to them the opportunity to speak first or to say more, and to not unduly interrupt the person who holds a more senior or higher-ranking role. Social interaction is driven more by a demonstration so-called respect rather than a lack of self-confidence. Social engagement is cultivated by showing a sense of humility. Being direct is at times tantamount to being rude. Being assertive may be deemed disrespectful. This is not to say that children are conditioned to be timid. It simply means that children and grownups are taught to know and respect their place in social engagement. Listen more and speak when spoken to is not an unusual trend. I think it was Lincoln who said, “Better to remain silent and be thought a fool than speak and remove all doubt”. It is true, there are no stupid questions, but over the years I have heard so many foolish things said with such high levels of confidence.

From the above, it is easy to confuse self-confidence with arrogance, and humility with weakness. Explained properly, one can dispel the perceptions that exist, and turn them into more of an educational opportunity. An opportunity that will foster tolerance and promote seamless assimilation. Understanding these differences will also help create a more inclusive environment that is driven by a culture of understanding. This level of understanding is essential to the diversity we each bring to any organization. In the light of the above, it doesn’t mean if you are quiet, humble and kind, you cannot make tough decisions or communicate messages in a manner that is direct. In the same light, if you are assertive and direct with a high level of self-confidence, it doesn’t mean you are not compassionate or that you are arrogant. History has shown that some of our best leaders have nicely balanced both characteristics. Cases in point are Abraham Lincoln who was a kind and arguably timid soul but who would on several occasions forcefully and aggressively thump his hand on the table, and assertively proclaim loudly (at cabinet meetings) that he is the Commander in Chief, ultimately preserving the Union and abolishing slavery. Another example is Mahatma Gandhi who was soft spoken, humble and arguably timid, but who was able to insert himself into the issues of that time, and assertively bring a powerful empire to its knees, ultimately leading to an independent India. There was also Nelson Mandela who started of in a manner that smacked of aggression and divisiveness, but who quickly learned that diplomacy and reconciliation fosters positive change, which ultimately resulted in the end of apartheid leading to the smooth and peaceful transition to a democratic South Africa. There is indeed a lot we can learn from history.

Now returning to DEI in relation to international relocations, I thought it important to make the point that in all that we have done, both in the HR and the GMS space, I don’t think we have perfected the art of adequately onboarding and assimilating international transferees to the United States. While I use the example of the transferee coming from India in this article, my intent is to include all international transferees and relocations. I used India to the US as an example simply because, in my experience, those two countries (being departure and destination locations respectively), have the volumes. The point is, everyone embarking on an international relocation experiences varying levels of stress and is looking to assimilate into their new location as quickly and as seamlessly as possible.  In hindsight, if I were to build a talent mobility program from a blank canvass again, I will include international relocation onboarding and cultural assimilation as key parts of our policy, and talent mobility strategy making this part of the over-all HR or People Strategy. I will also find ways to incorporate the assimilation of international transferees into the overall DEI strategy.

I will provide below some suggestions and insights for consideration when assimilating international transferees. In doing this, look for digitization and automation opportunities. I am not suggesting a process involving close “hand holding” as I appreciate that many organizations do not have the capacity to do that, but I do believe that a robust and well thought out digitized or automated process will do wonders. Whether through a Bot, AI, or another solution, or even through a well-documented and nicely produced video, the new transferee will feel a high level of inclusion and will appreciate the recognition of diversity. This will project not just in word but also in action, leading to an equitable work environment.

3.      Onboarding and cultural assimilation for international transferees

For this article, I shall focus on international relocations as I have found that this part of the mobility program needs re-engineering, as it speaks more to the subject of DEI compared to other mobility programs such as domestic relocations. Now the same could be said of expatriate assignees or project assignees who move for a limited, short-term or specifically pre-determined long-term period. However, I have found that there are more onboarding and assimilation challenges in the ‘permanent transfer’ space compared to other transferees or assignees, and (based on feedback) the case to build a strong on-boarding or assimilation program for this population is compelling. I will also focus on international relocations to the United States given the typically high volumes. Note the term ‘permanent transfer’ often relates to international relocations where transferees are appointed on local contracts in the destination country, and often their intention to is permanently relocate or ultimately emigrate to that country.

From a Talent Mobility standpoint, there has been significant progress in developing and executing policies that clearly outline the relocation program and associated benefits. Understandably, we must be plugged into the future so self-service is necessary too, but this does not mean a dereliction of care and support. Typically, international transferees and their spouses or partners have a dedicated resource to help them navigate through the actual move. These resources are often contract service workers who are employed by a service provider (typically, a vendor), and in my experience, they generally do a good job.  With that said, in all their greatness they do not, or cannot cover issues of general assimilation such as the process to obtain a social security number. Many international relocation policies do not address the subject of international transferee assimilation. Recently I was surprised to learn that many international transferees do not understand how Homeowners Associations work in the US despite having had the support of a realtor or destination service provider.

Depending on volumes, size and complexity of the program, when addressing the gaps around assimilation it is worth speaking to your service provider or vendor where applicable. Relocation Management Companies (RMC) work with several of their clients to help design contemporary mobility policies, and they are better positioned to provide the right guidance. Additionally, the RMC you partner with may have an established assimilation and cultural orientation program designed to help your international transferee, but in my experience, I have found that these are not substantively adequate, or they are impersonal, or may not address all matters that need to be covered. The best way to know and understand what needs to be covered is through employee engagement. By this I don’t mean sending out surveys to those who relocated. Lengthy surveys that are done in the conventional way may be helpful; however, they can be annoying, time-consuming, and not the in-thing. No one has the time to complete lengthy surveys. A quick pulse through a digitized process is better. If capacity and time permits, the best way to gauge feedback is through everyday engagement, by doing quick check-ins with those who moved, running a short session at a meeting, or by simply talking to a transferee or their manager. It has always been my view that GMS teams must insert themselves into business discussions by attending Business HR meetings to gauge real-time feedback from key stakeholders. I have observed that most managers are the first to know of any challenges experienced by the employee.

I will share some examples of what needs to be covered in an assimilation document or program. In doing this, I must reiterate how daunting it is to relocate to another country. Apart from the psychological and emotional impact of having to leave an extended family and close friends behind, there may be several other concerns too. People wouldn’t really know what it is like to live and work in another country until they do so. We often hear tourists rave about a country they visited, and they merrily share all their positive experiences, with broad smiles and fun selfies taken against the backdrop of beautiful scenery, amazing architecture, blue waters and lush green foliage, but the feedback you get from people living there may contradict everything the tourist shares. Everyone experiences relocation stress, but the challenges that employees who move with accompanying families face can be very difficult to navigate. Typically, every employee goes through some level of stress when changing jobs or moving to a new location in their home country. For an international transferee the stress levels are much higher, and these stress levels are compounded when support isn’t forthcoming. When accompanying families are not happy, the international transferee may struggle to quickly assimilate into their new work environment or may have difficulty staying focused on their new job. This may create performance and productivity issues. No organization wants that! Therefore, the GMS team should be on point to ensure there are no barriers. Again, this can be done by engaging with a service provider or by developing an internal policy or guidelines that transferees will find helpful.

Whatever the document and how ever it is executed, the following must be covered:

Cultural Assimilation, social norms and language

We’re all the same, but we are different too, and that’s ok. However, when we move from one country to another, we quickly discover that some things are not ok. Often, a lot has to do with how we were schooled in our tender years, how we were raised, and our unique individual values. We may speak the same language, but we may also speak that language differently. I recall when I first came to the United States, I used the phrase “Touch wood” as it is typically used as an acceptable way of speaking in the commonwealth countries, and I was surprised when a colleague laughed and corrected me. I was told it is right to say, “knock on wood”. I remember asking for a ‘packet’ at a convenience store, and I got this blank stare, until I realized I should have asked for a ‘bag’. There are several other examples, but the point is even though I came from a pre-dominantly English-speaking country, my English was not the same. I quickly set out to familiarize myself with typically and uniquely American phrases. Had I known this before my move, I would have worked on that, done my research and saved myself time, embarrassment and unnecessary stress. My family would have too. Therefore, it is always helpful to share some high-level guidelines around the use of language in everyday human interaction.

Some countries do not have the same culture and practices around a credit score or credit rating as in the US, therefore many who relocate to the US may not fully understand how this works and would not have built up a locally acceptable credit rating or score. The transferee will discover that building credit is a material element of cultural assimilation. In countries like the United Arab Emirates certain misses or breaches in everyday communication may not be a big issue given that most of the workforce there comprises expats, but in countries like the US, it is critical that the international transferee becomes familiar with certain dos and don'ts. For most transferees, their only exposure to the US (prior to relocation) is what they see, hear or read via popular media or literature, movies, television or social media. Much of this may not always be a true depiction of reality. To some extent, even the socio-political culture may become overwhelming. For example, in many countries the Heads of State serve at least a 5-year term whilst in the United States the Presidential election happens every 4 years. This means that at least every 2 years (given lengthy campaigning in the US) politics is in our faces. The News channels, social and other media are dominated with political news. The social scene can become highly adversarial and many mean-spirited things are uttered under the banner of political campaigning. There is nothing inappropriate about giving the international transferee a quick overview of the socio-political culture.

Unless the transferee places their child in a private school, there needs to be some understanding of how the public schooling system works in the US. While many schools try hard to be inclusive, assimilating to a new school system can be challenging for employees and their families. Schools may also have entry requirements that are unique to the US or that particular State in the US.

I recently had opportunity to review the naturalization citizenship test questions that immigrants in the US take before becoming citizens. It is one of the most educational experiences. In doing that I thought how good it would be to share this with international transferees to the US. I make this point noting that most international transferees assume a path to citizenship as many move from work visa status to permanent resident to naturalization over a period. I feel the N400 document (which is the US application form for naturalization) and the applicable test are the best sources of information around American History, civil matters and the government.

Legal and Compliance matters

The immigration experience

For anyone relocating on an international assignment, the immigration experience can be overwhelming. Immigration compliance is critical for an international relocation to succeed, and it must be the first matter discussed together with cultural assimilation. While most large corporations may have an internal team supporting immigration, I must emphasize the importance of having a strong and competent provider to over-see the legal aspects of immigration. Ensuring that an international transferee fully understands the immigration process is key to driving seamless customer support and enhancing the employee experience. One must remember that immigration doesn’t just concern the employee, but their accompanying family too. In my experience I have found that many international transferees do not fully understand the immigration process, and while you may have a competent provider supporting the external process, the employee will always feel the need to turn to the internal team for support and guidance. Therefore, whether through an automated process or through documented process mapping, it is important to showcase the visa process, so the employee and their manager understand how things work. This will save time in having to explain timelines, key milestones in the process and this will also manage expectations. Many inter-company international transferees come to the United States under the L1 visa, but I have found that employees do not clearly understand the difference between the L1A and L1B visas. Also, from an employee experience standpoint, it is always important to translate complex terms into simple language. Most internal teams, and external service providers too may not have the resources to invest time in explaining things. To this end, it is important to find creative and innovative ways to outline the process. Again, here lies a great opportunity to leverage digitization and technology. Of course, a clear and simple video may also help.

Most international transferees who live and work in the United States, be it under the L1, H1B or any other visa type, may intend becoming Lawful Permanent Residents (Green Card Holders), and while it is not mandatory for employers to sponsor the Green Card, many do with some conditions, and after a period of employment in the US. It is important to share the requirements with applicable transferees as there is some information that might be essential to know well in advance. For example, the Green Card application is largely dependent on your country of birth and not your country of citizenship. Some transferees may not have their unabridged birth certificates in their possession so it is always good to know in advance that this document is essential should they wish to change their status to that of a permanent resident. Note also, there may be some documents that are necessary for processing a green card application, but not required when processing a work permit or visa.

Anyone wishing to naturalize and become a United States Citizen must meet certain requirements, for example they must be a Green Card holder for at least 5 years (unless you are applying for naturalization as a spouse of a US citizen, in which case the wait time is 3 years), without being out of the country for more than 6 months, and they must pass a citizenship test covering questions around US history, civics and geography. I have always said that even if one is not yet eligible to naturalize, it is important to know the questions and answers to the citizenship test as it provides a good understanding of the United States, key historical and civic facts, and the nature of its government. In my view it is highly informative and educational for anyone seeking to live and work in the United States, even if you are not yet a green card holder or a citizen. In a way, gaining an understanding of the questions and answers typically asked during the naturalization process will help assimilate any newcomer to the US.

Social Security Registration & Tax Compliance

Anyone who lives and works in the United States (even under a non-immigrant status, for example on a work visa) must register with the Social Security Administration and will be provided a Social Security Number.  Having a social security number is critical to so many aspects of living in the United States and in transacting life experiences. Being careless about your social security number may lead to personal data privacy risks. Many of us in the United States may assume that those coming from abroad will have the same in their home country, but that is not the case. One of the frustrations experienced by international transferees to the US is the onerous process in applying for a social security card and number. The employee needs to personally attend the offices of the social security administration, with their accompanying families, and cannot send a representative or outsource this to a third-party provider. Again, while it not always practical to provide the employee with all the support needed, it may be worthwhile investing some time in outlining the process to be followed and explaining exactly why it is necessary to register with the social security administration.

While some employers provide tax advisory support and services at least for the first year, there are instances where not all international transferees receive similar support. This is largely dependent on the nature and extent of the relocation benefits provided. Here again, it is important to provide the employee with basic information about tax obligations. In my experience, it is important that all international transferees receive tax services support at least for the first year as this mitigates risks for both employee and employer.

Driver’s License and State issued Identity Cards

Most US states require drivers (who are newly resident in that State) to get a State Drivers License within 60 days of commencing residence. For international transferees this can be a confusing and challenging experience. For so-called foreign drivers, there may be more onerous requirements, including having to take a road test. Those who are not drivers may need to get a State issued ID. Many who come from abroad do not know this, nor do they know where to go and what to do. Requirements may seem ambiguous, difficult to understand, and not very clear. International drivers may not understand some of the traffic rules that are unique to a State or to the Country. I always use the following 2 examples to explain the importance of becoming acquainted with driver compliance:

·       In many countries, drivers are issued with a National Driver’s License that can be used anywhere in that country, and moving from one part of the country to another may not require changing one’s driver’s license. However, given that the United States has a strong federal form of government, every State issues its own driver’s license, and as mentioned above, when you move or relocate to that State you will need to get a new drivers license. For those moving from State to State this can be a real inconvenience and somewhat time consuming. However, for those who already have a driver’s license issued by another State, they may simply have a new license issued over the counter after passing a simple vision test, or in some cases they may need to take a simple knowledge test to gauge their understanding of unique traffic rules applicable to that state. However, for international transferees, the experience can be very stressful. Many are required to take a full road and written test even if they have driven for decades with a valid license in another country. While some countries do have treaties with the US where road tests are not required, many do not. Most transferees from several Asian, Latin-American/ Caribbean or African countries will need to take a full drivers test. Note also that even if you’re not a driver, you will need a new State ID. I have found that many international transferees dread this experience.

·       While some traffic rules may differ, the one traffic rule that is consistent across all US States is that applicable to School buses. This is not the same in many other countries. Most international drivers may not be familiar with the rules around stopping when a school bus comes to a stop, even if you’re on the opposite side of the road.

There are numerous other considerations, but put simply, even though employees in a multinational global corporation may share and embrace the same corporate culture, the word “multi-national” suggests a diversity of country cultures, norms and values, each adding perspective and bringing value we otherwise would not experience.  While corporate or company culture may be the same, everyone coming from different parts of the global organization will at some point descend upon the same corporate stage, and when they do in all their diversity, they must be made to feel included, and they must experience an environment that is equitable. DEI is now more applicable to International Relocations than ever before.

4. The international transferee also has a role to play

Given all that is stated above, the question is whether or not it is solely the responsibility of the US organization to ensure and facilitate cultural assimilation and onboarding. While I do feel the employer has a role to play specifically against the backdrop of DEI, and for reasons explained above, I am also of the view that the employee must drive actions too, in order to enhance the experience and make things better. Here's the thing, as mentioned above, in the majority of international relocation cases the employee ultimately becomes an immigrant with intent to permanently settle in the United States, and effectively make this country their home. With that in mind, from personal experience, my coaching to those transferees is to take all necessary steps to acquaint yourself with typical cultural norms and societal practices. There is literature available but also speak to others who came before you and have them share their experiences. I found that to be incredibly helpful. So long as we do not embrace the ideals, values and cultures of the new country we seek to call our permanent home, we may not achieve a level of contentment and peace. I am an immigrant to the United States and when I relocated to this country I knew that my intention was to become a permanent resident and ultimately to become a citizen. I chose to bring my family to this country and raise my children here. To this end, I made it a goal to fully understand and orientate myself around many aspects of everyday life and social engagement even if parts of that where not aligned to how I was raised or schooled.

Let me be clear, I did not relinquish my culture or everything that I was taught as a child, but I appreciated that in order for me and my family to settle well into the United States, we needed to understand and embrace the practices that are typically followed here. I learned how to appear more assertive. I realized that I was no longer in Johannesburg or in Dubai but on the US East Coast, so I watched and learned. It is incredible how much we can learn simply by observing other. At leadership meetings or in group discussions, I would carefully observe how my American peers and colleagues interacted, communicated and inserted themselves into conversations. I started doing the same. I was not easy at first, but the more I saw and did, the better I felt. Over time I realized that I could say more here, speak in a tone that projected with higher volume and no one took offense, I could ask more questions and insert myself into discussions even if I were not the leading the conversation, and it did not matter that I wasn't the subject matter expert in that space. If I did not understand something, I would politely but tactfully interrupt, saying that I am curious or that I needed to know more. When I felt colleagues missed something that I picked up largely due to my difference cultural background, I would make a contribution, provide them with perspective and I noticed how well they received input. We must not forget that diversity is also about bringing difference perspectives and thought leadership to the table. In time I came to realize that courage is also about having the ability to disagree and to explain why you think differently or see things from another perspective. I would start a conversation by saying "Let me unpack the data for you as I feel you may not understand this. I can help!" or when I needed guidance, support or help from a colleague, my manager or a specialist in the field, I would approach the conversation with the following line..."So here's the situation (I will briefly explain the situation), this is what I think and here's how I would approach it, what do you think?". By approaching conversations in the manner I just explained, we start the process of self-help. We do our bit to assimilate ourselves, and while we may not notice the change, others will. The thing is, we might not have used this style of communication in our 'home country' because that was not the norm, so we may actually discover a certain level of joy in the new approach, and in the process, we may also learn new capabilities that we have, but might not have used. It is a fun thing to experience a self-discovery that is surprising even to yourself. In the process of doing all of this, we build a more sustainable and happy work environment. There is absolute joy when the best of both worlds come together. In due course, I discovered that many of my colleagues learned a lot from me while I learned so much from them. It is the best example of mutualism and it is a great asset for any multi-national corporation with a diverse global employee population.

As I constantly say, when we relocate on a permanent international move, there are consequences not just for us, but for our accompanying family too; more specifically our school going children. As most transferees will appreciate, children are resilient and they assimilate very quickly. My sons were very young when we came to the United States back in 2015. They are all grown up now, and while their South African grandparents may feel they are too direct at times, I am absolutely pleased with their high level of self- confidence and assertiveness because I have also seen their sense of humility and compassion when circumstances warrant. The point is, as international transferees, we too can make things happen...

Conclusion

HR is instrumental in driving productivity and growth through strategy and operational excellence, among other things. HR must align to business goals and objectives. In doing so, HR generalists and specialists must develop a high level of business acumen, while at the same time recognizing that business success is also dependent upon our ability to build and sustain a work environment that is inclusive, not just in strategy, in policy or on paper, but in practice, in execution, and in consistent behaviors that are seen to project diversity, equity and inclusion in all aspects of the employee experience, including how we position the right talent in the right places. While it is critical that focus is given to race, gender, ethnicity, orientation etc., so long as we do not build, sustain and promote an inclusive work environment for talent we seek to bring from other parts of the globe, we will not achieve the full objectives of DEI, and it will be short-sighted to claim that we are achieving DEI objectives. The absence of a robust program to sufficiently onboard and assimilate international transferees could have a direct impact on DEI factors such as race, gender, ethnicity, orientation etc. even if that is not the intended consequence. Many organizations are inserting DEI into their culture by establishing DEI committees with sub-committees or streams dedicated to race, gender, disabilities, orientation etc. It is probably prudent to have a stream that focuses on international transferees.