International experience has long been a powerful accelerator for leadership development. For many employees, an international assignment can open doors to broader responsibilities, greater visibility, and future executive opportunities.
At the same time, many countries and organizations have introduced targets to increase the representation of women in leadership positions. If international mobility is often a pathway to leadership, then global mobility has an important role to play in helping organizations build more inclusive leadership pipelines.
Yet women remain underrepresented in the mobile workforce. According to research from the Matching-U Collective, women account for only 16% of expatriates worldwide and 22% in France. This gap raises an important question for global mobility, talent, and HR leaders: if women are well represented in the broader workforce, why are they not equally represented in international mobility?
The Matching-U Collective set out to explore this question through a dual survey, gathering perspectives from both international companies and women with direct experience in international mobility. Participating companies were primarily large global organizations, many with more than 10,000 employees and operations across Europe, the Americas, and APAC.
The findings point to a clear imbalance. While women represented 45% of the overall workforce among participating companies, they represented only 22% of the mobile workforce. If men and women had the same access to global mobility opportunities, and if those opportunities were equally attractive and accessible, we would expect women’s representation in mobility to be much closer to their representation in the broader workforce.
This suggests that the issue may not be a lack of talent. Instead, the challenge may lie in the systems, assumptions, and decision-making processes that shape who is considered for international assignments, how opportunities are communicated, and what support is available before, during, and after a move.
Designed by HR professionals for HR professionals, the report focuses on practical, actionable recommendations that organizations can use to make international mobility more inclusive and better aligned with leadership development goals.
For global mobility teams, the research offers an opportunity to reflect on how mobility programs can support broader DE&I and talent objectives. By identifying barriers and strengthening access to international opportunities, organizations can help ensure that mobility becomes a more effective lever for developing diverse future leaders.
If you would you like to receive a copy of the survey report, please email Anne-Laure Budin of Matching-U. The Matching-U Collective is available to share the findings and further explore how these recommendations can support your organization’s approach to inclusive global mobility.