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  "documentTitle": "Moving women with purpose: Creating gender inclusive global mobility",
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      "text": "In fact, only 20% of current international assignees are female.",
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      "text": "female international assignees: 20%",
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      "text": "Picture this scenario: A leading multinational company established a niche business operating in its headquartered market three years ago. It has proven to be a high-profit, high-growth business and they have identified one of their developing markets to grow the business internationally. They need to select someone with the right skills to establish this first overseas division and there are two strong contenders, both high-performing, high-potential talent – identical in grade, tenure and experience. Susan had just got married, so with the best of intentions, leadership decided without consulting her that she was likely to be starting a family. Of the two rising stars the opportunity was offered to Alan.",
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      "text": "Sound familiar? The prevalence of gender stereotypes having an impact on your organisation's decision making? In this case the employer over-associated Alan with work, and over-associated Susan with family, a family she didn't even have yet. Despite good intentions, could your organisation be letting blindspots drive adverse business outcomes when it comes to your best talent – and to their detriment, as with Susan and Alan?",
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      "text": "To create a sustainable talent pipeline, employers must focus actively on attracting and retaining female talent. Greater gender diversity in leadership will not happen by accident – and to make progress towards it, employers must implement inclusive talent strategies that support the advancement, engagement and development of this significant and growing talent population. An inclusive global mobility programme is an important component of such strategies, but as yet it's failing to deliver. In fact, only 20% of current international assignees are female.",
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      "text": "PwC's ground-breaking research will clarify this pressing business challenge and opportunity. Ten critical themes arise from this research, with each generating business opportunities to enhance the gender inclusiveness and overall effectiveness of corporate global mobility programmes.",
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      "text": "My new husband and I were excited to get our wedding out of the way so we could finally pursue our aspirations to work overseas. All feedback at my employer had suggested that I was a key talent on the leadership development track so I was really shocked when they didn't even discuss the international opportunity with me. When I told them I wanted to work overseas they explained that with my colleague Alan going overseas they needed my skills in the founding division more than ever. I couldn't believe they didn't even consider me for the opportunity. It all worked out for me in the end, I'm six months into my new job working overseas for one of their competitors. It's everything I expected, challenging, developmental and exhilarating all at the same time.",
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      "text": "I couldn't believe it when they asked me to head up our first international division. Although I always knew a stint overseas was going to be required at some point in my career, it couldn't have come at a worse time. My wife and I were two weeks away from being able to tell our family and friends we were expecting our first baby. But, I couldn't say no to the opportunity: how would that make me look? After many stressful conversations with Hannah to try to convince her it was the right thing to do for us all, she agreed. But it was so tough when we got there, Hannah ended up being sick through the whole pregnancy and when Alex was born she had no support network. I tried to be there for her as much as I could but the stress really had an impact on my role. I just wasn't able to perform like I could back home. In the end they brought me back after ten months, their decision, not mine. I'm not sure if my career with them will ever recover.",
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