Chapter Eight

1. 1 (c) 2008 by Nelson, a division of Thomson Canada Limited. Chapter Eight Re-Entry and Career Issues

2. 2 (c) 2008 by Nelson, a division of Thomson Canada Limited. Chapter Learning Objectives After reading this chapter, you should be able to: detail the process of re-entry or repatriation discuss job-related issues outline social factors, including family factors that affect re-entry and work adjustment

3. 3 (c) 2008 by Nelson, a division of Thomson Canada Limited. Chapter Learning Objectives suggest multinational responses to repatriate concerns discuss staff availability and career issues define return on investment (ROI) and knowledge transfer outline the process of designing a repatriation program

4. 4 (c) 2008 by Nelson, a division of Thomson Canada Limited. Terms re-entry shock repatriates holding pattern kingpin �trailing� partner ROI mentor knowledge transfer

5. 5 (c) 2008 by Nelson, a division of Thomson Canada Limited. Opening Vignette Coming Home? challenges in the post-assignment phase of international assignments = CULTURE SHOCK

6. 6 (c) 2008 by Nelson, a division of Thomson Canada Limited. Expatriation Includes Repatriation (Figure 8-1)

7. 7 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriation activity of bringing the expatriate back to the home country

8. 8 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Culture Shock unaware of adjustment difficulties upon return re-entry adjustment

9. 9 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Culture Shock Factors that contribute extended assignments/unconscious internalizing of the countries customs and practices lack of respect and use for international experience career uncertainties, loss of status, poor planning for repatriate and families return

10. 10 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Culture Shock Can lead to feeling alienated and uprooted career, performance and commitment problems high percentage leaving company shortly after their return

11. 11 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriation Activities and Practices (Figure 8-2)

12. 12 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Culture Shock overemphasis on a home can lead to problems with performance on assignment and premature return overemphasis on host activities can lead to a second culture shock upon return

13. 13 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Culture Shock the goal of expatriation/repatriation practices is the successful integration of home and host experiences balanced set of transitions

14. 14 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriation Process-Phase I Pre-departure Pre-departure training (including career and financial planning) 

15. 15 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriation Process-Phase I Creating a network of communication links for expatriates to be able to keep up with the changes assign home mentors provide web-based indices establish communication protocols 

16. 16 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriation Process-Phase II During assignment �home leave� work related information exchanges mentor communications systematic pre-return orientation process

17. 17 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriation Process-Phase III Upon return new job assignment organizational reconnection assistance with non-work factors opportunities to recognition and sharing of experiences

18. 18 (c) 2008 by Nelson, a division of Thomson Canada Limited. Individual Reactions to Re-entry Moderators of re-entry readjustment Job-Related Factors Social Factors

19. 19 (c) 2008 by Nelson, a division of Thomson Canada Limited. Factors Influencing Repatriate Adjustment (Figure 8-3)

20. 20 (c) 2008 by Nelson, a division of Thomson Canada Limited. Job Related Factors career anxiety work adjustment coping with new role demands loss of status and pay

21. 21 (c) 2008 by Nelson, a division of Thomson Canada Limited. Career Anxiety expatriates two motivators for accepting an international assignment: career advancement and financial gain. prime factor in re-entry is career anxiety

22. 22 (c) 2008 by Nelson, a division of Thomson Canada Limited. Career Anxiety no post-assignment guarantee of employment fearing a loss of visibility changes in the home workplace

23. 23 (c) 2008 by Nelson, a division of Thomson Canada Limited. No Post-Assignment Guarantee of Employment 68 % of respondents in the 2004 GMAC USA survey did not provide post-assignment employment guarantees guarantee of positions decreasing; USA, UK

24. 24 (c) 2008 by Nelson, a division of Thomson Canada Limited. No Post-Assignment Guarantee of Employment Europeans have a labour contract, guarantee of job upon return Continental European firms provide guarantees to attract expatriates

25. 25 (c) 2008 by Nelson, a division of Thomson Canada Limited. Fearing a Loss of Visibility loss of visibility and isolation �out of sight, out of mind�

26. 26 (c) 2008 by Nelson, a division of Thomson Canada Limited. Fearing a Loss of Visibility Depends on various elements the amount of contact with the home organization the position level concerned aware well in advance of the type of re-entry job awaiting

27. 27 (c) 2008 by Nelson, a division of Thomson Canada Limited. Changes in the Home Workplace restructuring (a merger, acquisition, sale of divisions or business units, closure of a plant) company undergoing turbulence, such as downsizing. potential or real job loss

28. 28 (c) 2008 by Nelson, a division of Thomson Canada Limited. Work Adjustment the employment relationship re-entry position devaluing the overseas experience

29. 29 (c) 2008 by Nelson, a division of Thomson Canada Limited. The Employment Relationship Individuals perceptions regarding expected career progression influenced by top management/IHRM clear messages that an international assignment is a condition for career progression need for a global orientation or mindset; link between international experience and global managers recruitment and selection stage; psychological contract

30. 30 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Position Fears peers are promoted ahead of the repatriated manager placed in a position that is a demotion/less senior level

31. 31 (c) 2008 by Nelson, a division of Thomson Canada Limited. Re-entry Position IHRM issues match the repatriate�s career expectation �headhunting� repatriates

32. 32 (c) 2008 by Nelson, a division of Thomson Canada Limited. Career Impacts of International Assignments (Table 8-1)

33. 33 (c) 2008 by Nelson, a division of Thomson Canada Limited. Devaluing the Overseas Experience promotion upon re-entry signifies that international experience is important and valued by the organization

34. 34 (c) 2008 by Nelson, a division of Thomson Canada Limited. Devaluing the Overseas Experience Re-entry positions can give impression that experience is devalued reduced responsibility and status duties not using newly gained international expertise work colleagues lack of interest

35. 35 (c) 2008 by Nelson, a division of Thomson Canada Limited. Coping with New Role Demands mismatch of expectations time in the foreign location; significant changes in behaviour.

36. 36 (c) 2008 by Nelson, a division of Thomson Canada Limited. The Repatriate Role (Figure 8-4)

37. 37 (c) 2008 by Nelson, a division of Thomson Canada Limited. Role Clarity role clarity, rather than role conflict affects adjustment clarify job description

38. 38 (c) 2008 by Nelson, a division of Thomson Canada Limited. Role Discretion refers to the freedom to adjust the work role to fit the individual, making it easier for the person to utilize past, familiar behaviour, thus reducing the level of uncertainty in the new job that assists adjustment. positive impact on adjustment

39. 39 (c) 2008 by Nelson, a division of Thomson Canada Limited. Predictors for Repatriation Maladjustment length of time abroad unrealistic expectations of job opportunities in the home company downward job mobility reduced work status negative perceptions of the help and support provided by employers during and after repatriation.

40. 40 (c) 2008 by Nelson, a division of Thomson Canada Limited. The Readjustment Challenge (Figure 8-5)

41. 41 (c) 2008 by Nelson, a division of Thomson Canada Limited. Loss of Status and Pay life on a scale that may be significantly less comfortable pay is usually lower in absolute terms total compensation package may allow for increased savings housing prices and issues

42. 42 (c) 2008 by Nelson, a division of Thomson Canada Limited. Social Factors family adjustment social networks effect of partners career

43. 43 (c) 2008 by Nelson, a division of Thomson Canada Limited. Social Factors socially and psychologically distanced social disappointment financial loss of the compensation premium, housing subsidy and related benefits

44. 44 (c) 2008 by Nelson, a division of Thomson Canada Limited. Family Adjustment each family member is experiencing their own readjustment problems reduced family income

45. 45 (c) 2008 by Nelson, a division of Thomson Canada Limited. Social Networks internet, wireless and mobile phone technology, digital cameras and email, significantly easier to stay in touch changes with family friends ( i.e. moved, new jobs) level of MNE support is withdrawn children find difficulties regaining peer acceptance

46. 46 (c) 2008 by Nelson, a division of Thomson Canada Limited. Effect on Partner�s Career difficulties in re-entering the workforce negative experience of job search declining MNE support

47. 47 (c) 2008 by Nelson, a division of Thomson Canada Limited. Multinational Responses Maximize benefits of the international assignment staff availability return on investment knowledge transfer

48. 48 (c) 2008 by Nelson, a division of Thomson Canada Limited. Staff Availability and Career Expectations Re-entry positions signal the importance given to international experience impacts future staff availability

49. 49 (c) 2008 by Nelson, a division of Thomson Canada Limited. Linking Repatriation Process to Outcomes (Figure 8-6)

50. 50 (c) 2008 by Nelson, a division of Thomson Canada Limited. Boundaryless Career shifts occurring in the employment relationship (job for life to job mobility) sequence of job opportunities that go beyond the boundaries of single employment settings

51. 51 (c) 2008 by Nelson, a division of Thomson Canada Limited. Boundaryless Careerist highly qualified mobile professionals, moving between organizations, transferring across boundaries to develop career competencies and labor market value. international assignments are boundaryless in that the person is placed in another organization

52. 52 (c) 2008 by Nelson, a division of Thomson Canada Limited. Protean A self-directed continuous learning career self �employed, contract work commitment to career and profession ( not organization) develop their own intercultural and managerial skills

53. 53 (c) 2008 by Nelson, a division of Thomson Canada Limited. Itinerants Two disadvantages lack of firm knowledge selecting and controlling

54. 54 (c) 2008 by Nelson, a division of Thomson Canada Limited. Career Practices Expatriates with traditional career expectations and long-term employment relationship aspirations; IHRM activities include common career paths career planning job posting lateral moves career counseling succession planning performance management and career planning link

55. 55 (c) 2008 by Nelson, a division of Thomson Canada Limited. Return on Investment cost containment continues to drive assignment trends continued use of expatriates, must ensure the organization benefits

56. 56 (c) 2008 by Nelson, a division of Thomson Canada Limited. Return on Investment U.S. MNEs spend one million dollars on each expatriate over the duration of a foreign assignment.  Black and Gregersen

57. 57 (c) 2008 by Nelson, a division of Thomson Canada Limited. Return on Investment Definition a cost-benefit analysis of financial and non-financial data, measured against the purpose of the assignment. McNulty and Tharenou

58. 58 (c) 2008 by Nelson, a division of Thomson Canada Limited. Difficulties Measuring MNEs Repatriate ROI receiving feedback from the business unit systematically tracking international assignments no formal planning lack of objective measures decisions being made without realizing the costs globalization is a �must� so the ROI almost doesn�t matter

59. 59 (c) 2008 by Nelson, a division of Thomson Canada Limited. Knowledge Transfer ensure international assignments are a two way process transferring knowledge and competence back to the organization

60. 60 (c) 2008 by Nelson, a division of Thomson Canada Limited. Repatriate Knowledge Categories market specific knowledge personal skills job-related management skills network knowledge general management capacity

61. 61 (c) 2008 by Nelson, a division of Thomson Canada Limited. Knowledge Transfer IHRM practices that combine a unified expatriation/ repatriation cycle emphasizing knowledge transference selection pre-departure in country training mentoring designing the international assignment reentry training returnee job assignment

62. 62 (c) 2008 by Nelson, a division of Thomson Canada Limited. Knowledge Transfer More formal activities include �action learning� seminars by repatriates knowledge disseminating teams databases, index the expertise of repatriates

63. 63 (c) 2008 by Nelson, a division of Thomson Canada Limited. Topics Covered by a Repatriation Program (Table 8-2)

64. 64 (c) 2008 by Nelson, a division of Thomson Canada Limited. Mentor senior position from the sending work unit and knows the expatriate personally must be managed

65. 65 (c) 2008 by Nelson, a division of Thomson Canada Limited. Mentor alleviates the �out-of-sight, out-of-mind� provides information on a regular basis provides updates regarding positions and promotions

66. 66 (c) 2008 by Nelson, a division of Thomson Canada Limited. maintaining contact with the expatriate throughout the assignment ensuring expatriates are kept up to date with developments in the home country ensuring expatriates are retained in existing management development programs assisting expatriates with the repatriation process and position Repatriate Mentor Duties

67. 67 (c) 2008 by Nelson, a division of Thomson Canada Limited. Proactive Repatriation Strategies managing expectations career planning written repatriate agreements mentoring programs

68. 68 (c) 2008 by Nelson, a division of Thomson Canada Limited. Proactive Repatriation Strategies extended home visits reorientation programs personalized reorientation to deal with the emotionally charged issues of social readjustment

69. 69 (c) 2008 by Nelson, a division of Thomson Canada Limited. Proactive Repatriation Strategies personalized financial and tax advice and support adjustment period visible and concrete expressions of the repatriate�s value to the firm

70. 70 (c) 2008 by Nelson, a division of Thomson Canada Limited. What factors contribute to re-entry shock? 2. How can multinationals assist dual career couples� repatriation? 3. Placing value on the international assignment assists repatriate retention. Discuss this statement. Discussion Questions

71. 71 (c) 2008 by Nelson, a division of Thomson Canada Limited. What are the elements of a good mentoring system for international assignees? 5. What aspects would you include in a pre-repatriation program? Discussion Questions

72. 72 (c) 2008 by Nelson, a division of Thomson Canada Limited. Case: Repatriation and Loss Prevention at ISCAM What could ISCAM have done throughout Wayne�s assignment and upon his return to Greater Sudbury to arrange a smother repatriation for him? 2. What could or should Wayne have done to help himself and his family to prepare for their return to Greater Sudbury? To what extend is it the company�s fault that Wayne and his family find it difficult to adjust to their lives back in Greater Sudbury?

73. 73 (c) 2008 by Nelson, a division of Thomson Canada Limited. Case: Repatriation and Loss Prevention at ISCAM 3. What could the company have done to help Wayne�s family to overcome its re-adjustment problems? Where or what are the limits for a company and its responsibilities for expatriates� family members and their repatriation?