This article is part of a new series highlighting relevant talent mobility programs and practices from across the service provider and corporate mobility sectors. These articles are for informational purposes only for the talent mobility industry and do not represent an endorsement by WERC of any particular organization, individual, and/or or operational practice. If you would like the WERC editorial team to consider developing a specific case study, email mobility@worldwideerc.org.
For more than four decades, Cartus has been a leading voice in the diversity, equity, and inclusion (DEI) conversation within the talent mobility industry. While some organizations are still learning how to manage the complexities of building inclusive workplaces and supplier networks, Cartus has had DEI embedded into the core of its business since the 1980s.
"DEI has been a part of Cartus' strategy since 1983," says Lisa Johnson, director, global DEI solutions at Cartus. "We've always recognized the importance of supporting underrepresented businesses and ensuring our industry reflects the diversity of the communities we serve."
The company’s efforts started with a focus on ensuring its supply chain partners came from a variety of populations—from military to minority and women-owned businesses, and everything in between. In the decades that have followed, Cartus' DEI journey has evolved, adapting to changing demographics and industry needs.
“Diversity has meant something different over the years,” Johnson says. “About 20 years ago there was a lot of emphasis on increasing the number of women in international assignments. Historically, that has been at about 16% globally and that number doesn’t really budge. We’ve made sure to do a lot of work around that and make it a focus at Cartus.” For example, the company works closely with clients interested in closing the gender gap to develop policies and strategies that support female assignees. This includes providing accompanying partner career support and mobility benefit options for single parents to invite an adult friend or family member to assist with getting settled in while the employee focuses on their new career.
A Turning Point for DEI, Inside the Organization and Beyond
In 2020, widespread social unrest and calls for justice surrounding George Floyd’s death, served as a catalyst, accelerating commitments and actions across many organizations, including Cartus. "We looked at how we could not only develop our own confidence and understanding around DEI but also align our efforts with the needs of our clients and bring our suppliers along with us," Johnson says.
Cartus has taken a multi-pronged approach to incorporating DEI throughout its operations. Internally, they have implemented initiatives like Brave Space, now in its third year, providing structured opportunities for employees at all levels to discuss DEI topics and address issues like equity versus equality.
“These informal but structured events are part of our DEI strategy, so everyone feels like they can build their confidence in being an ally and understanding what these issues are in a safe environment,” Johnson says.
Externally, Cartus assesses that its offerings ensure inclusivity—from intake forms that accommodate diverse pronouns to policies that address the unique needs of relocating employees. The company also supports a council focused on client diversity efforts, represented by all aspects of the business, from supply chain to global consulting solutions, intercultural experts, account managers, sales teams, and more. They regularly assess client demand for DEI and the ways they can lead the industry forward. “It’s not just something that we do for ourselves. We want to be competitive, but we also want to make sure that we bring everyone with us. This isn’t our little secret,” Johnson says.
One of the group’s more innovative tools is an Inclusive Mobility Progress Bar. This scorecard-like approach helps clients assess their DEI efforts within mobility and provides examples of best-in-class companies in the space. The progress bar outlines different stages of inclusive mobility maturity, from just getting started to leading the way. Clients can use it to identify areas of strength and opportunities for improvement, all while learning from the best practices of their peers.
From Johnson’s perspective, a global mobility team’s DEI journey doesn’t have to be all or nothing. “It's not that you have to check one box on the scorecard or another,” she says. “There might be efforts under each category, and you might say ‘We've done that, and we've done that, but we've never done this.’”
Focusing on Employee Experience and Belonging
At the heart of Cartus' DEI initiatives is a deep focus on employee experience and belonging. The company recognizes that diverse employees need to feel included, not just treated as exceptions.
Johnson recalls a time when Cartus relocated an employee from India to London. The employee used a wheelchair and, when requesting housing, wanted to make her commute as simple as possible. This meant being close to a bus stop and on a route that required no change in transit—only a direct commute to the office.
“That would be an exception—or an inclusion,” Johnson says, reframing the concept. She believes an organization must create a foundation where it’s possible for employees to ask these questions comfortably. That starts with making concerted efforts around DEI—even when such inclusions may cost the company more money. “We’re always asking ourselves, what can we add to enhance your program that is about the employee experience, about making sure you belong?” Johnson says. “Some of the best inclusive mobility strategies add no additional costs to companies but focus on different types of education and awareness raising.”
Where Is DEI Heading?
While the climate around DEI has created challenges for employers and their service providers in the last several years, Cartus remains steadfast in its commitment to continuous improvement—and Johnson doesn’t see DEI leaving the conversation anytime soon.
"DEI is not going away, but how we talk about it is evolving" Johnson says. Having researched other organizations’ websites, she sees a trend. “Inclusion is the word that I found on everyone's website, even if they're not saying DEI. That, to me, feels like organizations are recognizing that employees’ needs are evolving,” she says.
While the semantics of DEI may change with time, certain things will remain steadfast. “The war for talent is not going away. You want to get the best people, and you want the employee experience to be great,” Johnson says. “And if I don't see myself in what you're offering me in the employee experience, I'm going to look for a company where I do see myself included.”