THE VALUE OF GLOBAL CAREERS TO THE UK

THE VALUE OF GLOBAL
CAREERS TO THE UK
A REPORT FOR L’ORÉAL

2Value of global careers / © Centre for Economics and Business Research /
L’Oréal has changed
dramatically since
we started in a single
laboratory in France over
100 years ago.
Today, we have 32 international brands, we’re present
in over 130 markets and employ 78,600 people.
Our mission is to meet the diverse beauty needs and
desires of consumers all over the world. Our unique
‘universalisation’ strategy means that we respect and
promote local differences and create the most relevant
products, in every region.
In the UK, our employees tell us that the exposure they
to multi-cultural environments, international brands and
projects through this strategy gives them the opportunity
to develop a unique set of skills and have a ‘global’
career. Providing these opportunities benefits retention,
satisfaction and ultimately, the bottom line. Our figures
show that over the past ten years, those managers
who have worked for L’Oréal in two markets are almost
20% more likely to stay with us, than those with no
international experience – a figure which rises to 25%
when employees are given a chance to work in three
or more international markets.
We know UK employees value careers based on
flexibility, adaptability, and that offer the opportunity
to develop new skills. This report analyses the value of
international experience, exposure and careers when
it comes to developing a talented, motivated workforce,
looking at how it affects employees and benefits the
wider UK economy. The report helps us as a business
to understand how we can meet and exceed their
demands as the world’s largest beauty company.
Our people are central to this
strategy’s success. Employees who
understand these diverse beauty
needs strengthen our business as they
develop the most relevant products
and campaigns for each market.
TO OUR BUSINESS
AND EMPLOYEES
FORWARD BY ISABELLE MINNECI,
UK AND IRELAND HR DIRECTOR, L’ORÉAL

Today, over one in four (28%) employees in the UK
has a ‘global career’ – the equivalent of six million
working individuals. This report, produced by Cebr and
commissioned by L’Oréal, analyses the value global
career opportunities brings to individuals, businesses and
the UK economy.
In our interconnected world, a global career means
far more than simply international travel or working
abroad. Globalisation and advances in communications
technology have transformed the way we do business.
Workers now have the ability to collaborate fully on
international projects and work closer than ever before
with colleagues in other countries, and learn from those
with different national and cultural backgrounds.
Increasingly employers value employees with such
varied experience, backgrounds and perspectives.
Companies with a diverse workforce cultivate greater
levels of international collaboration, driving innovation
and helping brands move into new markets and
develop innovative products.
We can measure these productivity gains in terms of
Gross Value Added (GVA), and this report estimates
global careers contributed £9.4 billion to UK GVA in
2014 (0.6% of the total). If two-fifths of all employees in
the UK had a global career, the contribution to UK GVA
would rise to £13.6 billion.
On an employee level, global career experience
boosts annual earnings by £2,700 on average and
encourages them to stay nearly four years longer
at an organisation offering these opportunities – a
palpable business incentive for retention.
However, despite such clear benefits, miscommunication
within organisations is hindering their uptake. Though
62% of employers claim to speak to their employees
about global career opportunities – only a fraction
(13%) of employees say this actually takes place in
their workplace.
Across all UK firms, over a third (31%) of employees
reported that their organisations do not proactively
inform them about global opportunities, a figure that
becomes more pronounced in larger businesses (48%).
With a clear consensus among business decision
makers that demand for global career opportunities will
continue to rise, it’s vital that organisations resolve this
communications gap or risk missing out on attracting the
next generation of top talent.
EXECUTIVE SUMMARY
nine out of ten business
decision makers believe
having employees with
a global outlook and
experience improves the
firm’s bottom line

THE UK’S GLOBAL WORKFORCE:
THE VALUE OF GLOBAL CAREER OPPORTUNITIES
ON
IN
AVE
NEW SKILLS GAINED BY EMPLOYEES:
BENEFITS OF A GLOBAL OUTLOOK
EMPLOYER VS EMPLOYEE DISCONNECT
FUTURE DEMAND FOR GLOBAL CAREER OPPORTUNITIES
Think their workplace
offer opportunities to
work abroad
encourage global
outlook with incentives
Think that employees
are more likely to
progress as a result
65%
38%
51%
22%
74%
61%
EMPLOYER EMPLOYEE
90%
EMPLOYEES WITH A GLOBAL
OUTLOOK AND EXPERIENCE
IMPROVES THEIR BOTTOM LINE
...OF EMPOLYERS THINK
LEVELS OF RESPONSIBILITY
ARE A BENEFIT GAINED FROM
A GLOBAL CAREER
...OF EMPLOYEES THINK
36%
EMPLOYERS EMPLOYEES
15%SALARY
INCREASE+2
YRS
+4YRS
11%SALARY
INCREASE
...EMPLOYERS THINK WORKERS WOULD
STAY ONLY 2 YEARS LONGER, WITH THE
LIKELIHOOD OF A 15% SALARY HIKE
WITHIN 1-3 YEARS OF EMPLOYMENT
...EMPLOYEES THINK THEY WOULD STAY
4 YEARS LONGER WITH THE LIKELIHOOD
OF RECEIVING AN 11% SALARY INCREASE
SIX MILLION WORKERS
IN THE UK (28%) HAVE A
GLOBAL CAREER
FLEXIBILITY TO ADAPT
TO DIVERSE PROBLEMS
AND SITUATIONS
64%
INCREASE TOLERANCE
AND CULTURAL
SENSITIVITY
64%
AWARENESS OF
ECONOMIC AND
POLITICAL ISSUES
43%
FOREIGN
LANGUAGE
SKILLS
46%
THE UK’S GLOBAL WORKFORCE
INFOGRAPHIC
THE UK’S GLOBAL
WORKFORCE:

THE UK’S GLOBAL WORKFORCE:
THE VALUE OF GLOBAL CAREER OPPORTUNITIES
ON
IN
AVE
NEW SKILLS GAINED BY EMPLOYEES:
work abroad
encourage global
are more likely to
65%
38%
51%
22%
74%
61%
EMPLOYER EMPLOYEE
90%
A GLOBAL CAREER
36%
EMPLOYERS EMPLOYEES
15%SALARY
INCREASE+2
YRS
+4YRS
11%SALARY
INCREASE
SIX MILLION WORKERS
GLOBAL CAREER
FLEXIBILITY TO ADAPT
TO DIVERSE PROBLEMS
AND SITUATIONS
64%
INCREASE TOLERANCE
AND CULTURAL
SENSITIVITY
64%
AWARENESS OF
ECONOMIC AND
POLITICAL ISSUES
43%
FOREIGN
LANGUAGE
SKILLS
46%
LION
RS IN
HAVE
AL
R
work abroad
encourage global
are more likely to
65%
38%
51%
22%
74%
61%
EMPLOYER EMPLOYEE
90%
A GLOBAL CAREER
36%
EMPLOYERS EMPLOYEES
15%SALARY
INCREASE+2
YRS
+4YRS
11%SALARY
INCREASE
SIX MILLION WORKERS
GLOBAL CAREER
TO DIVERSE PROBLEMS
AND SITUATIONS
ECONOMIC AND
POLITICAL ISSUES
OF FEMALES
AGED 25-34
45

Background and context 7
The availability of global career opportunities a view from UK 13
Benefits of global career opportunities 19
How global careers benefit the UK economy 24
Challenges that need to be addressed 30
Appendix: Methodology 33
CONTENTS
UPDATE NUMBERS

7
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Value of global careers / © Centre for Economics and Business Research /
BACKGROUND
AND CONTEXT
Chapter
one

It is well-recognised, both by businesses within the
UK and across the world, that increasing levels of
interconnectedness and interdependence amongst
countries means organisations require a global
outlook to become leaders. In achieving this, firms
are increasingly incentivised to innovate, expand and
adopt best practice from around the world. Businesses
can help foster such an environment by providing their
employees with global careers.
Today’s communications technology has made it
possible for employees located in different countries
to work together and collaborate closely, but not
necessarily travel abroad. This means that the definition
of what constitutes a global career is much broader
than it was in the past and a far larger number of people
now have what can be defined as a ‘global career’.
By offering global career opportunities to their
employees, firms have the means by which new ideas,
knowledge, skills and professional relationships can be
transferred across countries. This enables businesses
to connect with new foreign markets, forge deeper
relationships with existing ones, and develop innovative
products for its consumers.
In addition, offering employees the chance to
experience a varied and diverse international career will
attract new, forward-thinking talent to a business, whilst
also ensuring their current workforce remains challenged
and productive.
The potential gains to employees, businesses and thus
the UK economy from global careers suggests that there
is a strong case for encouraging companies to ‘think
global’ when it comes to offering career opportunities.
This report, using survey results from primary research
specifically conducted on this topic by Vanson Bourne1
,
aims to value the benefits to individuals, businesses and
thus the UK economy.
Before analysing the benefits, we begin by defining what
a global career opportunity encompasses, and the
factors driving the growth of global careers.
INTRODUCTION
BACKGROUND AND CONTEXT
1
Vanson Bourne is an independent specialist in market research.

What is a global career?
This study defines a global career opportunity as one
which provides employees with the experience of
working with colleagues, customers and clients in
international markets. The concept is not restricted to
working abroad for periods of time or receiving training/
attending meetings in international markets, although
these are clearly important aspects.
Overall, the concept of a global career is broad,
and captures the opportunity to work and train in
international locations, interact with colleagues from
multiple markets and implement a variety of cultural
practices and ways of working. This provides employees
with a more global view of their organisation and their
industry.
In the following section, we examine the recent trends
that have been driving the take-up of global careers.
Concept of a global career and the key elements that it captures:
Source: Cebr analysis
Work and/ or train
across international
markets
Work on international
projects -exporting
products/ services
Work on international
projects
Sabbaticals to visit
international locations
Learn about product
development and
market practices
Work remotely in
same role, from
international location
Attending training
with colleagues from
multiple markets
GLOBAL CAREER

Global careers can greatly enhance an individual’s skills
A global career can provide an individual with valuable
skills and experience that propel their career progression.
Generally, employees with such experiences have a
global outlook: this is sought after by employers in a
globalised world.
Many employers seek individuals who are able to
operate in a more global workplace. A 2013 CBI1
report
found that nearly a quarter (23%) of employers believed
foreign language skills assist staff mobility and facilitate
international working. The survey conducted for this
study reveals that 46% of those employees that have
taken up global careers have developed their foreign
language skills.
Almost two-thirds (64%) of employers said that
employees with global career experience are more
adaptable; and have a greater awareness, tolerance
and sensitivity.
Moreover, nearly half of employers reported that global
workers were more inquisitive and open-minded (48%),
and had greater independence and self-motivation
(45%).
In the following section, we examine the recent trends
that have been driving the take-up of global careers.
Skills employees have gained from global career opportunities, as reported by employers
Source: Vanson Bourne and Cebr analysis
1
CBI 2013 report: Changing the pace: CBI/Pearson education and skills survey 2013
30% 50% 70%
64%
64%
48%
46%
45%
43%
Flexibility and an ability to adapt
to diverse problems and situations
Global awareness, tolerance,
cultural sensitivity
Inquisitiveness,
open-mindedness
Foreign language skills
Self-motivation and
independence, willing to
embrace challenges
Awareness of global economic
and political issues

Number of foreign- owned businesses and their GVA* 2009 -2013
Source: ONS, Cebr analysis
Gross value added is a measure of output similar to GDP, but which excludes taxes and subsidies on products. Since
these taxes and subsidies are calculated at the UK level, GVA provides a measure of output for activity occurring at a
lower level than the UK as a whole, such as regions and industries.
FDI stock measures the total level of direct investment at a given point in time.
Outward FDI stock is the value of the UK investors’ equity and net loans for enterprises in foreign economies.
Inward FDI stock is the value of foreign investors’ equity and net loans for enterprises resident in the UK.
Growing importance of the UK’s global interconnectedness
The international nature of business today is arguably
one of the most influential factors driving growth in
global careers. The increasing importance of foreign-
owned businesses to the UK economy – illustrated in the
chart below – suggests that the opportunity to pursue
a global career is becoming more widespread.
Similarly, increased business and investment activity
from markets abroad, illustrated by expanding levels
of Foreign Direct Investment (FDI) into the UK and
investment by UK businesses abroad, are contributing
to the UK’s global interconnectedness.
By 2013, outward FDI reached £1.2 trillion, whilst inward
FDI stood at £1 trillion. This reflects UK’s position as one
of the top investment locations in Europe, attracting
investment from mature and emerging markets alike.
To trade in international markets, UK businesses require
employees that understand local market operations and
business cultures in order to expand into new markets
to effectively. This coupled with predicted growth of
emerging markets heightens the need for organisations
to develop and encourage a workplace environment
that enables employees to pursue a global career.
BACKGROUND AND CONTEXTForeignownedbusinesses(000’s)
ForeignownedbusinessesGVA(billions)
2009 2010 2011 2012 2013
300
250
200
150
100
50
0
23
22.5
22
21.5
21
20.5
20
20989
225.653
238.442
258.825
270.107
282.439
22277
22629
22002
22531
Number of foreign owned businesses GVA of foreign owned businesses

Higher education students studying abroad, 2009/10 to 2013/14
Rising levels of global education and an international workforce
Employees today are ever more skilled and
internationally focused. Increasingly, a global outlook
is fostered in employees before they even join the
workforce.
The diversity of the UK’s labour market brings a broad
range of benefits to the UK economy. Businesses benefit
from a forward-thinking and diverse workforce equipped
international languages and cultural knowledge.
This enhances the firm’s ability to conduct business in
international markets.
Simultaneously, employers are increasingly seeking
individuals who are able to operate in a more global
workplace. A 2013 CBI report also found that seven in
ten (70%) businesses value foreign language skills among
their employees, particularly to help build relations with
clients, customers and suppliers.
The number of people from other nationalities working in
the UK grew by 9% in 2014 from its 2013 levels, to reach
2.9 million.
Students with a global education, are likely to demand
a global career. Between 2009/10 and 2013/14 the
number of UK students studying abroad grew 27% and
currently stands at 250,000, equivalent to 11% of all
higher education students in the UK.
Source: Higher Education Statistics, Cebr analysis
BACKGROUND AND CONTEXTNumberofstudentsabroad(000’s)
Index
2009/10 2010/11 2011/12 2012/13 2013/14
290
240
190
140
90
40
130
125
120
115
110
105
100
95
Number of UK students abroad Index: 2009/10 = 100
200,635
100
106
113
122
127
211,910
227,480
244,565
254,965

Overview
»» Greater demand for global career opportunities is expected
over the next year with female employees aged between
25 – 34 years most likely to demand these opportunities.
»» Employers want to encourage employees to have a global
outlook. In order to achieve this, employees require incentives,
not only in terms of salary incentives but also training and
development.
»» There is disconnect amongst employers and employees,
in regards to the extent to which global opportunities are
available to employees. Employers believe a larger proportion
of employees have access to global career opportunities than
what is reported by employees.
THE AVAILABILITY
OF GLOBAL CAREER
OPPORTUNITIES
Chapter
two

Training & development represent the most important
global opportunities for employees
In order to provide insights into the global career
opportunities for employees, a survey was commissioned*
sampling business decision makers and employees in
large employers across the UK. The results of the survey
are presented in this section and the subsequent sections.
The survey found that almost two-thirds (59%) of
employees would like their organisation to offer global
training and development opportunities through
global experience.
The highest demand for this type of opportunity is
amongst 45-54 year olds, over half (54%) of employees
from this age group stating that they would like training
and development opportunities to be offered. Demand
is second highest amongst 25-34 year olds.
As employees approach the end of their careers, their
desire to pursue career development opportunities
diminishes. Only 29% of the over 55’s age group reported
that they would like to pursue global training and
development opportunities.
The option of taking an international sabbatical or
working abroad temporarily is also a highly sought after
opportunity. Over two-fifths (41%) of employees aged
between 45-54 years stated that they would like this
opportunity to be offered by their employer.
THE AVAILABILITY OF GLOBAL
CAREER OPPORTUNITIES
Top 5 global career opportunities that employees would like their organisations to offer
Source: Vanson Bourne, Cebr analysis
Over 55 years old 45-54 years old 35-44 years old 25-34 years old 16-24 years old
Work on international projects
that do not require us to travel/
for more than one week
Long term transfer/ relocation
abroad
Short term transfer/ relocation
abroad
Training & development
opportunities
Sabbaticals/ temporary work
abroad
0% 10% 20% 30% 40% 50% 60% 70% 80%
24%
17%
30%
37%
31%
10%
17%
13%
28%
15%
14%
24%
23%
18%
8%
29%
59%
53%
75%
46%
19%
51%
30%
59%
31%

Disconnect amongst employers and employees
The most popular global career offered by employers
is the ability to work in international locations, 65% of
business decision makers (BDMs) reported they offer
this opportunity to employees. However, the research
showed a disconnect between employers and
employees, as only 38% of employees report they were
offered this opportunity.
Over half (56%) of employers reported that they offer
global learning opportunities, such as the chance
to attend training with colleagues from multiple
markets and the opportunity to learn about product
development and market practices from the different
regions which the business exports products and services
to. However, just over a third of employees report having
been offered either of these opportunities by employers.
There is clear evidence of a disconnect amongst
employers and employees, in regards to the extent at
which global opportunities are available to employees.

Employees are generally encouraged to have a global outlook
In addition to international career opportunities,
employees are also encouraged to develop a global
outlook and internationally-rounded mind-set.
The survey results show that a higher proportion of
business-decision makers relative to employees believe
that this is encouraged.
Over half (51%) of employers report that the opportunity
to achieve a global outlook is encouraged, and
incentives to do so are offered to all employees.
By contrast, only 22% of employees agree with this
statement.
This mismatch in perceptions suggests a lack of effective
communication and encouragement between decision
makers at the management level of organisations and
employees.
Are employees encouraged to think about their careers in a more global
sense? A comparison of employees’ and employers’ responses.
Yes, opportunities & incentives are
offered to all employees
Yes, but opportunities & incentives
offered to individuals
Yes, but opportunities & incentives
are not offered
No, but increased encouragement
makes business sense
No, encouragement does not make
business sense
0% 20% 40% 60%
22%
51%
34%
38%
19%
7%
19%
2%
17%
2%
Employees Employers

When focusing specifically on relocation, incentives are required to
encourage employees to take up international career opportunities
Incentive schemes are often required to encourage the
adoption of global career opportunities and bridge the
gap between the needs of employers and employees.
Overall, 46% of employees report that salary incentives
and attractive relocation packages (if a move is
required) should be offered to encourage the take-up of
global career opportunities.
Female employees were more likely to report salary
and relocation packages as an incentive, with 45% of
women indicating this, compared with 38% of men.
Women are also more likely to recommend that unique
training and development opportunities are offered by
employers.
Men are most likely to recommend that employers offer
the guarantee for a certain amount of time that an
employee can return to their previous role or location,
thereby safeguarding their jobs.
What employees think their organisations should do to encourage take up of global opportunities?
Offer attractive salary incentives/
relocation packages
Highlight as option throughout
stages of career/ built into long
term career planning
Guarantee previous role/ location
for certain amount of time
Offer opportunity to work in
different areas of organisation
Offer unique training &
development opportunities
0% 20% 40% 60%
50%
39%
37%
31%
17%
27%
20%
22%
28%
21%
Female Male

Women driving the future demand for global careers
The majority of employers (65%) expect greater demand
for global career opportunities over the next year.
Female employees, aged between 25 and 34 years are
most likely to demand these opportunities. Over half
(57%) of this group state that they would consider taking
up a global career opportunity in the future, either with
their current or future employer.
By contrast men in the next age bracket up, are most
likely to demand opportunities of a global nature. Over
one-third (34%) of men aged between 35 and 44 state
that they would consider having a global career in their
current or a future organisation, compared with only
16% of women of the same age group. This could be a
reflection of women’s intention to have a global career,
however delay adopting opportunities, perhaps in
favour of starting a family.
Over the past year, employers believe only 44%1
of
their employees who wanted to take up global career
opportunities actually did so, reflecting the potential
existence of barriers to the adoption of oportunities.
1
This finding relates to a comparison between the average number of employees taking up global careers now compared with those that wanted to
but did not do so.
2
These figures were calculated by aggregating the current number of employees with global careers with reported expectations of future uptake by
age-groups.
Future demand: employees that would consider having a global
career with their current or with a future organisation2
Male Female
16-24 25-34 35-44 45-54 55+
60%
50%
40%
30%
20%
10%
0%
8%
2%
57%
29%
16%
34%
16%
24%
2%
11%

BENEFITS OF GLOBAL
Chapter
three
Overview
»» Findings from the survey show that global careers benefit both
employees and employers.
»» Employees experience benefits in a range of different
areas, particularly in the form of increased confidence and
responsibility which are key to driving career progression.
»» Employees stated that they would stay almost four years longer
at an organisation offering more global career opportunities
(compared to an equivalent firm without such opportunities),
providing large cost savings to employers through staff retention.

Employees with global opportunities stay at firms longer
With the UK labour market continuing to tighten and
supply of suitable candidates constrained in many
sectors, staff retention is becoming an increasingly
important issue for UK employers.
Over 90% of employers and employees agree
that a firm that offers global career opportunities
encourages employees to remain at the organisation
longer than they would have otherwise.
The survey findings show that employees at organisations
which offer global career opportunities are, on average,
likely to stay for almost four years longer than they would
have otherwise.
By contrast, employers believe that offering global
opportunities would encourage employees to stay at the
firm for half that time: two years longer.
The findings suggest that employers are underestimating
the positive effect that offering global opportunities can
have on limiting staff turnover and increasing employee
retention.
BENEFITS OF GLOBAL
Average number of additional months employees would stay at an organisation
that offers more global career opportunities, as perceived by employees
16-24 25-34 Average 35-44 45-54 55+
60
50
40
30
20
10
0
23
43
45 45
51
54
Age
Months

BENEFITS OF GLOBAL
Employers believe greater career benefits exist from global
experience than employees
Employers believe the top benefit accruing to
employees through global career opportunities is
the chance to take on more responsibility, with 63%
reporting this. By contrast, only 36% of employees
perceive increased levels of responsibility as a benefit to
be gained from global career opportunities.
Once again, there is a discrepancy between
employers’ and employees’ expectations of how
global experiences are predicted to benefit individual’s
careers.
On average, employees have lower expectations
regarding the benefits of global opportunities relative to
employers. This likely stems from the diverging viewpoints
of employees regarding their perception of the ability of
global opportunities progress their careers more quickly
(see previous page).
0% 10% 20% 30% 40% 50% 60% 70% 80%
Career benefits of global opportunities, comparison of responses from employees and employers
More responsibility
More well-respected and valued in
organisation
Broader network of contacts
Improved language skills
Better managers
Promoted more quickly than peers
Broader skills-set is developed
Employees Employers
36%
63%
34%
53%
45%
51%
30%
47%
28%
23%
32%
46%
40%
38%

Global experience drives employees’ career progression
The benefits to employees from taking up global career
opportunities are positive and varied.
Overall, the majority of employees (61%) believe
they are able to progress more quickly within their
organisation, relative to colleagues who have not had
the opportunities.
This view starkly contrasts with the perceptions of
employers, of which 74% stated that career progression
is more likely for employees with global careers.
Around one third of employees (32%) perceive that
global experiences will have no impact on their career
progression. By contrast, only 25% of employers agree
with this statement. One reason for this discrepancy
in views could be that employees do not see their
career in the sense of a bigger picture, and thus does
not recognise the long-term career benefits of having
a more global outlook.
By contrast, employees may be more perceptive in
terms of understanding the longevity of the career
benefits that arise from having a global outlook.
BENEFITS OF GLOBAL
Does the added experience which employees gain from having a
more global outlook have any effect on their career progress?
80%
70%
60%
50%
40%
30%
20%
10%
0%
74%
61%
25%
32%
1%
8%
Progress quicker Progress at the same rate Progress slower
Employees Employers

Increased confidence can lead to employees becoming better leaders,
managers, and help them develop new business opportunities.
Nine out of ten (90%) employers report that having
employees with a more global outlook and experience
improves their organisation’s bottom line.
Over half of employers (55%) believe that their
organisation benefits from employees being more
engaged with their role, as a result of taking up global
career opportunities.
Employers also believe that their organisation benefits
from employees being more successful in bringing in
new business opportunities, and from attracting the best
and most ambitious employees into the firm.
However, from the perspective of employees, 54% report
that the skills and experience gained through global
career opportunities boosts their confidence, which in
turn benefits their organisation.
Increased confidence can lead to employees
becoming better leaders, managers, and help them
develop new business opportunities.
Greater employee engagement is the top benefit to an
organisation.
BENEFITS OF GLOBAL
Top three benefit of global career opportunities – perspective of employers and employees
20% 30% 40% 50% 60%
More responsibility
More well-respected and valued in
organisation
Broader network of contacts
Improved language skills
Better managers
Promoted more quickly than peers
Broader skills-set is developed
Employees Employers
37%
53%
40%
53%
54%
55%

HOW GLOBAL CAREERS
BENEFIT THE UK ECONOMY
Chapter
four
Overview
»» Over one in four (28%) current employees in the UK has a global
career. This is equivalent to 6 million working individuals.
»» This report estimates that global careers contributed £9.4 billion
to UK GVA in 2014 (0.6% of the total) at the current levels.
»» Higher levels of productivity among individuals with global
career experience is estimated to increase these individuals’
gross annual earnings by £2,700 on average.
»» Under a scenario whereby two-fifths of all employees in the UK
had a global career, the contribution to UK GVA would rise to
£13.6 billion.

Almost a third of employees in the UK have global careers
Over one in four (28%) employees in the UK has a global
career consistent with the broad definition used in
this report (see page 5). This is equivalent to six million
UK employees.
Amongst both employers and employees, individuals
with a global career are anticipated to earn more
because of the potential skills and experience that
can be attained through taking up a global career
opportunity. We examine this in further detail on the
next page.
HOW GLOBAL CAREERS

HOW GLOBAL CAREERS
On average, global career experience expected to boost earnings by
between 11% and 15%
Findings from the survey show that employers expect
individuals that achieve global career experience to
see an average 15% earnings increase (over what they
would have received otherwise) within one to three
years of taking up a global career.
Employees also expect to see a rise in their salaries,
albeit by a smaller degree. Employees anticipate
average earnings to rise by 11% – four percent lower
than what is expected by employers.
An explanation of this discrepancy in expectations,
could pertain to almost two-fifths (39%) of employers
reporting the organisation should offer attractive
salaries to incentivise employees to take up global
careers. Whilst only 31% of employees believe this would
encourage greater uptake.
However, 54% of employers believe they should offer
higher levels of responsibility and influence to those with
a global outlook, thereby reimbursing employees for
greater levels of responsibility.

HOW GLOBAL CAREERS
Equivalent to a £2,700 increase for the average UK salary
There are significant positive impacts upon an
individuals’ earnings having taken up a global career
opportunity. However, there are differences in opinion
between employers and employees relating to the
magnitude of this impact.
Our approach estimates earnings of an average
individual could rise by £2,700 if they were to take up a
global career opportunity.
However, these are not the only benefits to an individual
of having a global career. As discussed previously, other
benefits such as greater levels of responsibility and
influence also need to be considered despite being
difficult to value in monetary terms.

Global careers estimated to contribute £9.4 billion to UK GVA
Global careers enables employees to increase their
knowledge of other markets and form new ideas,
thereby increasing employee productivity. The higher
productivity level of employees is rewarded in the form
of higher pay.
The estimated six million individuals with global careers
in the UK (as defined in this report) thereby increase the
productivity of their firm, which ultimately contributes to
boosting output in the wider UK economy. We measure
these productivity impacts in terms of contribution to UK
Gross Value Added (GVA*).
The productivity increase associated with taking up
a global career is estimated to contribute £9.4 billion
(0.6%) to the UK GVA.
*Gross value added is a measure of output similar to GDP, but which excludes taxes and subsidies on products. Since
HOW GLOBAL CAREERS

If 40% of employees had global careers, the contribution would increase to
£13.6 billion of UK GVA
At current levels (28% of employees), global careers are
estimated to contribute £9.4 billion to the UK GVA.
Under a scenario whereby 35% of UK employees were
encouraged to take up global careers – therefore an
increase of seven percentage points from current levels
– contribution to UK GVA would rise to £11.9billion.
Furthermore, if the levels of uptake were to increase,
so that 40% of all employees had global careers, the
productivity increase associated with taking up a
global career is estimated to contribute £13.6 billion
to the UK GVA.
Uplifts of such magnitude highlight the potential value
to the UK economy. Employers have a significant role
to play in encouraging greater levels of global career
uptake. Thereby, facilitating an environment through
effective communication and encouragement,
employers could foster a global career culture within the
UK workplace.
Source: Cebr analysis
*Gross value added is a measure of output similar to GDP, but which excludes taxes and subsidies on products. Since
HOW GLOBAL CAREERS
Absolute GVA contribution of global careers by varying levels of global career uptake (£ million)
GVAcontribution(millions)
28% 30% 35% 40%
£16,000
£14,000
£12,000
£10,000
£8,000
£6,000
£4,000
£2,000
£0
£9,412
£10,207
£11,908
£13,609

CHALLENGES THAT NEED
TO BE ADDRESSED
Chapter
five
Overview
»» Employees report the challenges the exists for employees to
offer global careers to their workforce. Over two-fifths (45%)
of employees think that cultural differences and/or lack
of connectedness across international markets is the most
important reason as to why employers are unable to provide
more global careers.
»» Across UK firms, over a third (31%) of employees reported that
their organisations does not proactively inform them about
global opportunities. This figure rises to 48% for those employed
in the largest of organisations (5,000 or more employees),
suggesting the difficulty of effective communication in
large businesses.
»» There exist a number of barriers discouraging employees from
taking up global careers. The top response from employees is
family and personal reasons.

What is holding employees back from taking up a global career?
There are a number of reasons as to why an individual
might not want to embrace a global career opportunity
if given the chance to do so.
When it comes to relocation, over three-fifths (64%)
of respondents stated personal reasons i.e. family, life
outside work etc. These represent the largest barrier as to
why individuals are unwilling to take up a global career.
Over a fifth (21%) are unwilling to relocate if the role
requires them to do so, whilst just over a tenth (11%)
would not be comfortable with aspects such as working
in/with different time zones and cultures, that a global
career role might entail.
Given the nature of these barriers, there is limited scope
for employers to address these issues.
However, employers can encourage those employees
that feel that due to the lack of incentives or support
from the firm, they are unable to have a global career.
Offering better incentives, such as higher pay packages,
training opportunities and greater communication can
have the potential to encourage more workers to adopt
a global career role.
CHALLENGES
Top five reasons why employees are unwilling to take advantage of global opportunities
0% 10% 20% 30% 40% 50% 60% 70%
64%
21%
11%
7%
4%
Personal reasons
Unwilling to relocate
Don’t like the work that a global
career entails
Lack of incentives
Lack of support offered by
organisation

Lack of connectedness across international offices is a top challenge
Despite the ever-increasing levels of globalisation, almost
half (49%) of employees think that cultural differences
and/or lack of connectedness across international
markets is the top reason as to why employers are unable
to provide more global careers. This is often a symptom
felt by organisations as they grow rapidly.
Across UK firms, over a third (31%) of employees reported
that their organisations does not proactively inform them
about global opportunities. This figure rises to 48% for
those employed in the largest of organisations (5,000 or
more employees).
Almost two-fifths (38%) of employees also believe that
top level management has too much focus upon the
UK domestic market, thereby not creating enough
opportunities to facilitate global careers in the workplace.
Large businesses may struggle to communicate
effectively with employees, due to the multiple levels of
hierarchy through which information must pass through.
This could leave employees feeling disempowered.
The combination of these reasons highlight the potential
issues employers need to address in order to facilitate a
workplace environment that encourages the uptake of
global careers.
CHALLENGES
Main challenges to employers of providing global opportunities, as perceived by employees
0% 20% 40% 60%
49%
42%
26%
23%
20%
15%
Cultural differences/ lack of
connectedness across the
international offices
Employers are too focussed on
the UK domestic market
Lack of investment into
opportunities
General unwillingness from the
UK management to offer these
opportunities
Employers don’t want
employees to spend time
working for other teams
Retain best talent in UK

This study was carried out by the Centre for Economics
and Business Research (Cebr). The primary data source
for this research was a survey conducted by Vanson
Bourne of 100 business decision makers and 200
employees from large organisations (those employing
250+ employees).
The survey provided findings on the proportion of current
employees with global careers across various industries
and the potential earnings increase that could accrue
as a result of taking up a global career opportunity.
These results were used in conjunction with desk research
and national statistics to determine the total number of
employees with global careers across different industries.
This allowed Cebr to estimate the increase in individual
earnings and estimate a total figure on the contribution
of current global careers to the UK economy.
Cebr also estimated the potential uplift in contribution
from global careers that could exist, in the scenario
where a greater proportion of employees had global
careers.
METHODOLOGY

CONTACT
For enquiries on this publication please
contact the authors:
Shruti Uppala
Economist
+44 (0) 20 7234 2873
suppala@cebr.com
Rajini Jayasuriya
Economist
+44 (0) 20 7234 2879
rjayasuriya@cebr.com

THE VALUE OF GLOBAL CAREERS TO THE UK

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