International human resource management - Chapter 7 pptx

Chapter objectives• the process of re-entry or repatriation • job-related issues cont.. Chapter objectives cont.• social factors, including family factors that affect re-entry and work a

Chapter 7

Re-entry and career issues

Chapter objectives

• the process of re-entry or repatriation

• job-related issues

(cont.)

Whereas the preceding chapters concentrated on the

management and support of international assignments, this

chapter deals with what could be called the post-assignment stage Re-entry, though, raises issues for both the expatriate

and the multinational, some of which may be connected to

events that occurred during the international assignment We treat this stage as part of the international assignment We

examine:

Chapter objectives (cont.)

• social factors, including family factors that affect re-entry and work adjustment

• multinational responses to repatriate concerns return on

investment (ROI) and knowledge transfer

• designing a repatriation programme.

• Expatriation process also includes

repatriation: the activity of bringing the

expatriate back to the home country

• Re-entry presents new challenges

– May experience re-entry shock

– Some exit the company

Figure 7-1: Expatriation includes repatriation

Figure 7-2: The repatriation process

Repatriation phases

• Preparation - developing plans for the

future; gathering information about the new position

• Physical relocation

• Transition

• Readjustment - coping with change

Use of relocation consultants and removal firms

Individual reactions: job-related

• Career anxiety

– No post-assignment guarantee of employment

– Loss of visibility and isolation

– Changes in the home workplace

• Work adjustment

– The employment relationship and career expectation

– Re-entry position

– Devaluing of international experience

• Coping with new role demands

• Loss of status and pay

Figure 7-3: The repatriate’s role

UK repatriate study

• Survey of 124 recently repatriated employees

• Data analysis indicated five predictors for

repatriate maladjustment (in ranked order):

– Length of time abroad – Unrealistic expectations – Downward job mobility – Reduced work status – Negative perceptions of employer’s support

N Forster (1994) The Forgotten Employees? The Experience of Expatriate Staff Returning

Figure 7-4: The readjustment challenge

Individual reactions: social factors

• International experience can distance the

repatriate (and family) socially and

psychologically (eg Kingpin syndrome)

• Each family member undergoing

Multinational responses

• Staff availability

– How repatriation is handled is critical

• Return on investment (ROI)

– Defining ROI in terms of expatriation

– Gains accruing through repatriated staff

• Knowledge transfer

– A one-way activity?

Difficulties in measuring ROI

• Receiving feedback from the business unit

concerned

• Tracking international assignments in a

systematic way

• No formal planning

• Lack of objective measures

• Too many decisions made without cost

considerations

Table 7-1: Topics covered by a repatriation program

The use of mentors

• Aims to alleviate the sight,

‘out-of-mind’ feeling by keeping expatriate

informed

• Mentor should ensure that the expatriate is not forgotten when important decisions are made re positions and promotions

• Effective mentoring needs managing

Chapter summary

• The repatriation process One may conclude that in re-entry, the broader cultural context of the home country takes a backstage position – unlike in the expatriation adjustment phase, where the foreign culture can be overwhelming Cultural novelty has been found to affect adjustment and, for the majority of repatriates, coming home to the familiar culture may assist in readjustment Indeed, given the more profound effect that job-related factors appear to have,

socio-re-entry shock is perhaps a more accurate term to describe the readjustment

process experienced upon repatriation.

(cont.)

This chapter has been concerned with the repatriation process We have covered:

Chapter summary (cont.)

• Job-related issues centered on career issues upon re-entry Factors that affected career anxiety were no post-assignment guarantee of employment, fear that the period overseas had caused a loss of visibility, changes in the home workplace that affect re-entry

positions and the employment relationship The re-entry position was an important indicator of future career progression and the value placed on international experience Coping with new role demands was another factor in readjustment, along with loss of status and pay.

(cont.)

Chapter summary (cont.)

• Social factors explored were loss of social standing – the kingpin syndrome – and the accompanying loss of the expatriate

lifestyle Family readjustment was also important A specific

aspect was the effect of the international assignment upon the

spouse/partner’s career, such as being re-employed and having international experience recognized.

(cont.)

Chapter summary (cont.)

• Multinational responses to repatriates’ concerns focused on entry procedures We looked at how repatriation affected staff availability, whether companies were measuring and obtaining a return on investment through international assignments and the contribution of repatriates to knowledge transfer.

re-• Designing effective repatriation programs, including the use of mentors.

(cont.)

Chapter summary (cont.)

Although the focus of this chapter has been repatriation in the

general sense, the issue of career expatriates should be raised The repatriation literature reviewed in preparation for this chapter makes little mention of the process of managing the return of those who have been part of the international team of managers (or cadre) – those who have worked outside their home countries for lengthy

periods of time For this strategically important group of employees,

at some point repatriation may coincide with retirement One is left with the impression that those who return to retire in their home

country are no longer of concern to their firms

Chapter summary (cont.)

However, one could expect that these individuals would require

special counselling to assist not only the transition back to the home country, but also from work to retirement.

Viewing repatriation as part of the expatriation process, as suggested in Figure 7-1, should remind those responsible for

expatriation management of the need to prepare repatriates for entry and to recognize the value of the international experience to both parties.