Ideally, the repatriation process begins before the expatriate leaves his or her home country and continues throughout the international assignment by addressing the following issues:
Career planning. Many managers are responsible for resolving difficult problems abroad and expect that a well-done job will result in promotion on return, regardless of whether the employer had made such a promise. According to a 1996 Conference Board survey titled Managing Expatriates’ Return (Gates, 1996), 87% of companies indicated that most international assignments do not result in a promotion on repatriation, though only 49% of respondents said that the potential for promotion was discussed before they accepted the international assignment. This misconception can be avoided by straightforward career planning that should occur in advance of the employee’s accepting the international assignment. Employees need to know what impact the expatriate assignment will have on their overall advancement in the home office and that the international assignment logically fits in their career path.
Mentoring. The expatriate should be assigned a home-office mentor. Mentors are responsible for keeping expatriates informed on developments within the company, for keeping the expatriates’ names in circulation in the office (to help avoid the “out of sight, out of mind” phenomenon), and for seeing that expatriates are included in important meetings. Mentors can also assist the expatriate in identifying how his or her overseas experience can best be used on return. The best results are achieved when the mentor role is part of the mentor’s formal job duties.
Communications. An effective global communication plan will help expatriates feel connected to the home office and will alert them to changes that occur while they are away. The Internet, e-mail, and Intranets are inexpensive and easy ways to bring expatriates into the loop. In addition to formal e-mail communications, home-office employees should be encouraged to keep in touch with peers on overseas assignments. Employee newsletters that feature global news and expatriate assignments are also encouraged.
Home visits. Most companies provide expatriates with trips home. Although those trips are meant predominantly for personal reasons, scheduling time for the expatriate to visit the home office is an effective method of increasing the expatriate’s visibility. Having the expatriate attend a few important meetings or make a presentation on his or her international assignment is also a good way to keep the expatriate informed.
Preparation to return home. The expatriate should receive plenty of advance notice (some experts recommend up to 1 year) of when the international assignment will end. This notice will allow the employee time to prepare the family and to prepare for a new position in the home office. Once the employee is notified of the assignment’s end, the HR Department should begin working with the expatriate to identify suitable positions in the home office. The expatriate should provide the HR Department with an updated resumé that reflects the duties of the overseas assignment. The employee’s overall career plan should be included in discussions with the HR professional.
In addition to home leave, it may be necessary for a company to provide trips for the employee to interview with prospective managers. The face-to-face interview will allow the expatriate to elaborate on skills and responsibilities he or she obtained while overseas and will help the prospective manager determine if the employee is a good fit. Finding the right position for the expatriate is crucial to retaining the employee. Repatriates who feel that their new skills and knowledge are underutilized may grow frustrated and leave the employer.
Ongoing Recognition of Contributions. There are several ways an employer can let the repatriate know that his or her efforts are appreciated, including the following:
For more information on this topic, consider the following resources:
Please Note: This material is provided as general information and is not a substitute for legal or other professional advice. Contact the Knowledge Center for more information.
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