Page 117 - DMGT548_GLOBAL_HRM

Global HRM

Notes

Notes The practice of mentoring has to be managed effectively. Mentor assists the
expatriate adjust during the foreign assignment but does not necessarily help in re-entry.
An effective mentor is likely to alert the firm of the imminent return of the repatriate and
thus affect the re-entry position, or the practice is part of a managed repatriation programme.

Although recognition of the importance of repatriation programmes is increasing, and companies
are experimenting with other measures such as mentors, other avenues could be explored, such
as using repatriates as an important information source. Inviting repatriates to assist in
developing repatriation programmes may contribute to relevant and effective policies. It may
also have a desirable side-effect upon readjustment, simply by giving participating repatriates
a sense that they are not an underutilised resource, and that the firm recognises they can make
a valuable contribution to the expatriation process.

Example: AT&T has an effective three part repatriation program one that actually starts
before the employee leaves for the assignment abroad. First AT&T matches the expat and his or
her family with psychologists trained in repatriation issues. The psychologists meet with the
family before they go abroad. The psychologists discusses the challenges they will face abroad,
assesses with them how well he or she think they will adapt to their new culture and stays in
touch with them throughout their assignment. Other firms, like Dow, also provide written
repatriation agreements. These guarantee in writing that the company won’t keep the expat
abroad for more than some period, such as three years, and that on return he or she will receive
a mutually acceptable job.
Second AT&T makes sure that the employees always feels that he or she is still in the top with
what’s happening back at the home office. For example, AT&T assigns the expat a mentor and
brings the expat back to the home office periodically for meetings and to socialise with his or
her colleagues.
Third, once it’s time for the expat employee and his or her family to return home, AT&T provides
formal repatriation services. About six months before the overseas assignments ends, the
psychologist and HR representatives meet with the expat and the family, to start preparing
them for the return. For example the help plan the employer’s next career move, help the person
update his or her resume and begin putting the person in contact with supervisors back home.
They work with the person’s family on the logistics of the move back home. Then, about a
month after returning home, the expat and family attend a welcome home seminar where they
discuss matters like the stress of repatriation.

Did u know? Readjustment is the least understood and most poorly handled.
 52% of 287 surveyed subsidiaries reported repatriate re-entry problems (Harzing,
1996).
 44% turnover rate among 181 multinationals surveyed by GMAC-GRS 2002
 50% leave the firm within one year
 39% of surveyed firms did not know their turnover rates

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