Employees, regardless of gender, are increasingly expecting flexibility, purpose-driven work, and opportunities for international experience. Yet, access to these opportunities is not equal. A 2021 InterNations survey found that just under 50% of American expatriates working abroad were women, underscoring a persistent gender mobility gap. Closing this gap is key to advancing inclusive talent development and bolstering business growth and operations.
The Gender Mobility Gap
Men continue to express a greater willingness to relocate internationally compared to women, according to the Population Council’s report, Global Gender Gaps in the International Migration of Professionals on LinkedIn. Though the report did not offer specific figures, a 2020 Worldwide Survey of International Assignment Policies and Practices report by Mercer found 51% of male expats believe experiences working overseas accelerated their career, compared with 39% of female expats. However, not all women shy away from international work. The World Economic Forum found that millennial women, in particular, are highly motivated to gain global experience through both short- and long-term assignments. Increasingly, the Population Council found that women relocated independently for their own careers, and not solely as part of a family unit when their spouses relocated for work.
The Population Council also found that over the last three decades, the number of women migrating internationally for professional reasons rose significantly. Among LinkedIn users, the global population of immigrant professionals has reached gender parity, with many women working in traditionally male-dominated industries like finance, consulting, logistics, and technology.
Notably, in key destination countries, such as the United States, the United Kingdom, Australia, France, South Korea, and Singapore, women make up many of the professional migrants, including those in technology, finance, and healthcare. This suggests relocation choices often align with destinations offering higher wages, welcoming immigration policies, and stronger gender equality. But these are not the only reasons why women opt for international assignments, with some looking for an adventure or to achieve a long-held dream.
Designing Inclusive Mobility Policies
Despite growing international interest among women, PWC research also shows a disconnect between talent mobility teams and employees: Only 25% of organizations understand how willing and prepared their workforce is for travel abroad. Moreover, just 19% of women believe they have the same opportunities as their male peers at their companies for international assignments. Overall, 40% of parents (men and women alike) are interested in global work.
PWC’s research suggests that closing the awareness gap means showcasing positive female assignees’ experiences coupled with policy transparency and communication. Talent mobility programs need to ensure that international opportunities are visible to all employees. These programs also need to address key logistical issues such as taxes, immigration, and compliance. Some organizations offer hybrid options, including up to 45 days annually of “work from anywhere” flexibility, which showcases how mobility programs can balance employee choice with company needs.
Strong communication and engagement are equally vital. As Charlie Coode of Coode Consultancy notes, “Distributed teams require a greater focus on culture along with more structured communication, check-ins, and opportunities for connection.”
Supporting Families and Long-Term Success Abroad
Many women working abroad encounter different cultural or social expectations from their home country. Sarah Dennis, head of international at Towergate Employee Benefits, said in Relocate magazine, “Many women working abroad find they are in different circumstances compared to their male counterparts, and to their colleagues based in the United Kingdom.” Employers must anticipate such disparities and provide robust support systems including health, mental well-being, safety training, and cultural orientation.
Organizations can leverage international and governmental resources, such as the U.S. Department of State’s living abroad guides, the UN Women’s country fact sheets, and the World Bank’s Gender Equality rankings, to inform program design and employee preparation. Living Abroad also recommends that women connect with local professional and networking organizations for advice and support.
For employees relocating with families, ensuring stability for children is equally critical. Dr. Jody LeVos of BEGiN, a children’s learning platform, notes, “Children typically crave a sense of familiarity. Creating that can be a challenge when time zones, physical surroundings, and social contacts are constantly changing.” Options such as local schooling, homeschooling, or boarding school programs can provide continuity and community—considerations that directly influence assignment success and family satisfaction.
For women, when they see employees like themselves succeeding abroad with support throughout the transition for themselves and their families, barriers to those opportunities begin to erode. Additionally, organizations that expand their talent mobility programs to include short-term projects or rotational assignments can provide employees with overseas experience without the long-term commitment. Organizations that facilitate access to international experiences regardless of gender and that provide support systems for their employees can open new pathways for employee engagement and career advancement, drive greater inclusion, and strengthen their overall business.