You are an HR manager of an international company having employees overseas. What programs would you establish to reduce repatriation problems of returning expatriates and their families? Discuss.
The meaning of repatriation is simply the act of returning an assignee and his or her family back to their country. There are many unpredictable concerned in the repatriation process and the absence or failure of one or more of these uneven could cost a company a great deal of money and a valuable employee even this may sound simple at first. Most of the international companies experienced problems with retaining employees who are returning to the home company and country from international assignments. These problems it seems that arise because human resources departments unsuccessfully execute the repatriation process and fail to adequately incorporate employees into the company upon their repatriation. More than half the respondent agreed that ten per cent of their expatriates are possibly to leave the organization within six months after their return from their abroad assignments. Some of the reasons mentioned for leaving included family reasons and feelings of loss of independence and ability, loss of profession direction and promotional prospects, and a feeling that the company underestimates their international experience. In terms of promotion for returned expatriates, few of the respondents indicated that nearly half of their returned expatriates were promoted to a senior post or were given a comparable position and provided their returned expatriates with expanded responsibilities, without acknowledgment of proper promotion. Returning expatriates bring ability to work and manage affectively in other countries, information about specific local markets and customers and ability to accelerate the transfer of knowledge between countries to the company. As an HR manager of an international company having employees overseas, these are the programs I will establish, to reduce repatriation problems of returning expatriates and their families to assure a smooth repatriation. Programs to be established to reduce repatriation problems.
I will clarify objectives before the assignment as well as how knowledge can be used and what kind of job will be targeted upon return. Before sending an employee on a international assignment, consider how to use their newly acquired culture- and market-specific skills during the early phases of the selection process. Establish the organization's commitment by providing an "anchor" by discussing organization, personnel, and strategic domestic situations. This affirmation begins before expatriation and continues during and after the assignment. Do the preparation which involves developing plans for the future and gathering information about the new position. The firm will provide a checklist of items to be considered before “return home” or a thorough preparation of employee and family for transfer to home. Providing a strategic purpose for repatriation by use the expatriate’s experiences to further organizational goals. Expatriates often provide exceptional foundations of information and experiences that companies should plan to use. Other than that define the role during the assignment and provide career planning well before the employees arrive back at the parent organization such as identify possible ways to use their new skills. Provide training for the employee or the expatriate that going on international assignment. International assignments are often more complex than domestic assignments since they involve going to another country and a different culture. This is where training is helpful; it can prepare the expatriate going on the international assignment. A fundamental criterion for a company’s success is its employee’s capability to value, appreciate and adjust to other cultures and to develop a global mindset (Scullion & Collings, 2006). Researchers...
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