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Unit 6: Re-entry and Career Issues

Notes

Notes The trend towards not providing post-assignment position guarantee suggests that
multinationals accept loss of experience, knowledge and competence; that repatriates
effectively forced to leave the organisation will take with them the vital and valuable
knowledge, allowing competing firms to reap the benefits of a substantial investment in
human capital.

Self Assessment

Fill in the blanks:
6. ………. is the way in which the multinational handles repatriation has an impact on staff
availability for future needs.

7. Organisations need to make sure that their business ……… are supported by sound
mobility strategies.
8. ………. are sent on international assignments and effectiveness is determined on the
performance of their ascribed roles and work responsibilities.

6.3 Designing a Repatriation Programme

While there is no simple and quick solution needed to prepare the repatriate and family for re-
entry. The potential for mismatch of expectations regarding the future may be addressed as part
of pre-repatriation training before the return, and discussed during re-entry counselling sessions
(sometimes referred to as debriefing) between the receiving organisation in the home country
and the repatriate.
A list of topics covered in formal repatriation programme is:

1. Preparing, physical relocation, and transition information, what the company will help
with.
2. Financial and tax assistance, including benefit and tax changes, loss of overseas allowance.

3. Re-entry position and career path assistance.
4. Reverse culture shock, including family disorientation.
5. School systems and children’s education, including adaptation.
6. Workplace changes, such as corporate culture, structure, and decentralisation.

7. Stress management, communication-related training.
8. Establishing networking opportunities.
9. Help in forming new social contacts.
Mentoring: Some companies assign the expatriate a mentor (also referred to as a company
contact, sponsor, or ‘godfather’). The mentor is usually in a more senior position than the
expatriate, from the sending work unit, and knows the expatriate personally. The rationale
behind the use of a mentor is to alleviate the “out-of-sight, out-of-mind” feeling. So that the
expatriate is more prepared for conditions faced upon re-entry. A mentor should also ensure
that the expatriate is not forgotten when important decisions are made regarding positions,
promotions and so on.

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