Re-entry and Career

Issues

Presented By :-
Hema Chugh
Tarunpreet Kaur
Gaurav Yadav
Section – P2
11/04/21 group 2 1
Topics


 The process
process ofof re-entry
re-entry or
or repatriation
repatriation

 Job-related issues
issues

 Social factors,
factors, including
including family
family factors
factors that
that affect
affect re-entry
re-entry
and work adjustment

 Multinational responses
responses toto repatriate
repatriate concerns
concerns

 Return
Return on
on investment
investment (ROI)
(ROI) and
and knowledge
knowledge transfer
transfer

 Designing a repatriation programme.

 Proactive Strategy

11/04/21 group 2 2
Re-entry
 Expatriation process also includes repatriation:
 Re-entry presents new challenges:
 Expatriates may experience re-entry shock or
reverse cultural shock.
 Some exit the company.

 The multinational’s ability to retain current and

attract future expatriates is affected by the
manner in which it handles repatriation.

11/04/21 group 2 3
Expatriation Includes Repatriation

11/04/21 group 2 4
The Repatriation Process

11/04/21 group 2 5
Individual Reactions: Job-related
Factors
 Career
Careeranxiety
anxiety  Coping
Copingwith
withnew
newrole
role
 No post-assignment
No post-assignment demands
demands
guarantee
guaranteeofofemployment
employment  Role
Rolebehavior
behavior
 Loss of visibility and Role
Loss of visibility and 
Roleclarity
clarity
isolation
isolation Role

Rolediscretion
discretion
 Changes in the home
Changes in the home  Role
Roleconflict
conflict
workplace
workplace  Loss
Lossofofstatus
statusand
andpay
pay
 Work
Workadjustment
adjustment  Autonomy
 The employment Autonomy
The employment  Responsibility
relationship Responsibility
relationshipand
andcareer
career  Lower pay in absolute
expectation
expectation Lower pay in absolute
 Re-entry position
terms
terms
Re-entry position  Drop in housing conditions
 Devaluing of the Drop in housing conditions
Devaluing of the
international
internationalexperience
experience
11/04/21 group 2 6
Individual Reactions: Social Factors
 International experience can distance the
repatriate (and family) socially and
psychologically
 Each family member undergoing readjustment
 Re-establishing social networks can be difficult
 Effect on partner’s career
Recent research indicates a decrease in spousal
assistance upon re-entry (e.g., job search, resume
preparation and career counselling)

11/04/21 group 2 7
The Readjustment Challenge

11/04/21 group 2 8
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?
 Tacit and person-bound?

11/04/21 group 2 9
Measuring ROI
 Expatriates are expensive, averaged $1m/per
assignment by the U.S. multinational.
 High turnover rates represent a substantial
financial and human capital loss to the firm.
 Difficulties in measuring ROI (GMAC-GRS 2002):
 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
of the international assignment

11/04/21 group 2 10
Designing a Repatriate Program
Topics
Topicscovered
coveredby
by aarepatriation
repatriationprogram
program
Repatriation,
Repatriation,physical
physicalrelocation
relocationand
andtransition
transitioninformation
informationthat
thatthe
the
company
companywill
willhelp
helpwith
with
Financial
Financialand
andtax
taxassistance,
assistance,e.g.,
e.g.,benefit
benefitand
andtaxtaxchanges,
changes,loss
lossof
of
overseas
overseasallowances,
allowances,etc.etc.
Re-entry
Re-entryposition
positionand
andcareer-path
career-pathassistance
assistance
Reverse
Reversecultural
culturalshock,
shock,including
includingfamily
familydisorientation
disorientation
School
Schoolsystems
systemsandandchildren’s
children’seducation
educationandandadaptation
adaptation
Workplace
Workplacechanges,
changes,e.g.,
e.g.,corporate
corporateculture,
culture,structure,
structure,
decentralization,
decentralization,etc.
etc.
Stress
Stressmanagement
managementand andcommunication-related
communication-relatedtraining
training
Establishing
Establishingnetworking
networkingopportunities
opportunities

11/04/21 group 2 11
The Use of Mentors
 Aims to alleviate the ‘out-of-sight, ‘out-of-mind’ feeling by
keeping expatriate informed
 Mentor should ensure that the expatriate is not forgotten
when important decisions are made regarding positions
and promotions
 Effective mentoring needs managing
 Mentoring duties include:
 Maintaining contact with the expatriate throughout the
assignment
 Updating developments in the home country
 Informing management developments
 Providing assistance in the repatriation process
11/04/21 group 2 12
Factors Affecting Mentoring
 Size of expatriate workforce
 Firms with over 250 expatriates are more likely
to assign mentors.
 Who is responsible for repatriates
 Corporate HR or a separate international
assignment unit is more likely to provide mentors
than the divisional level.
 Company nationality
 European firms are more likely to use mentors
than U.S. firms.
11/04/21 group 2 13
Proactive Strategy
 Managing expectation via pre-departure briefing on what can be
expected.
 Multiple Career planning session focusing on Career objective &
Performance.
 Written agreement regarding type of assignment will be given after
return.
 Pre-Posting Mentoring program that continue to post assignment
career. This will decrease post assignment decision once.
 Mentor should visit keep up with social , organizational changes
 Re-orientation programs on changed policy, strategy of organization
 Personalized financial and tax advice.
 Providing same kind of adjustment period
 Try to improve employee satisfaction

11/04/21 group 2 14
 Thank You
11/04/21 group 2 15