Kendra Mirasol, President, IOR Global Services
In the global mobility business I have always thought the term repatriation does not fully capture the complex issues associated with the process. I guess it’s because companies do exactly what repatriation is defined as, but no more, namely:
Repatriate (re pat ri ate): to restore or return to the country of origin [Webster dictionary]
While in theory we are sending our expatriates back to their country of origin, in practice, this is not a process of returning “home.” Everything changes over time: the country, the expatriate, the family and the organization.
It’s time to move beyond simply sending these folks back to HQ. Let’s begin to reframe our industry’s discussion of returning talent by using the term “reintegration.” A company’s primary objectives upon the completion of an international assignment are often to:
- Apply the employee’s knowledge and skills developed during that period, and
- Effectively reintegrate the expatriate into his workplace
An effective reintegration process will enable the firm to leverage the most value from the expatriate’s experience, thereby increasing the company’s return on investment.
TYING REINTEGRATION TO GLOBAL TALENT RETENTION
Retaining expatriates has always been important due to the significant expense associated with international assignments. But in today’s business environment where key global talent is becoming scarce, retaining these employees is even more critical (See Manpower 2010 Talent Shortage Survey). The dismal post-assignment attrition statistics have alerted our industry to the topic of talent retention. The Brookfield Global Relocation Services 2011 Survey Report reveals that about 75% of companies have written repatriation policies. This is a good start.
Also promising is the indication that Global Mobility departments are beginning to work more closely with Global Talent Management departments. By integrating the imperatives of these two groups, it is more likely that the process of reintegrating talent will become a corporate strategic initiative for the company. But, still, only 14% of companies surveyed indicated they have a formal repatriation strategy linked to career management and retention.
There is a clear desire for companies to enhance the repatriation process. Both Interdean’s 2011 Mobility Survey Report and Cartus’ 2010 Global Mobility Policy & Practices Survey revealed that 30%-50% of responding companies indicated that improving repatriation and career management is a high priority.
WHERE AND WHEN TO BEGIN WITH REINTEGRATION?
According to Brookfield’s survey, almost all companies are holding discussions with expatriates about their returns; however, the majority of the conversations occur within 6 months prior to repatriation. This is way too late, as an employee and his family already both feel significant anxiety even before they leave on assignment, e.g. ‘will I have a job upon my return?’
When considering the time and effort that goes into the Global Talent Management Lifecycle, i.e. finding the right people, at the right time, for the right positions, it is very likely that an expatriate may not have a suitable, if not engaging, job waiting for him upon his return. The more planning that can be done upfront, the more likely the company will retain their talent. In the case of those expats who do leave their company, more than half of them do so within one year of returning from their assignment. If companies can begin the reintegration process ahead of the expatriate assignment with a discussion of job possibilities upon return, attrition rates are likely to diminish.
TOP 10 REINTEGRATION TIPS
Companies need to take a pro-active, global talent management approach to retaining and re-engaging their expatriates upon their return, here are a few practical tips to take BEFORE an assignee departs on his assignment.
- Implement a formal candidate assessment before and after the assignment. Work with the Business Unit to identify key technical skills needed for the assignment and beyond. Work with Global Talent Management to identify the expatriate’s situation as well as cultural competency.
- Establish/continue a performance development plan. Clearly define assignment objectives that tie specifically to the Business Unit’s strategy. Identify ways to measure success.
- Offer pre-assignment cultural training. Discuss ways the expatriate can articulate what he learns about managing cultural difference to the rest of the organization.
- Set and manage expectations during the assignment about reintegration into the home location.
- Engage former expatriates with those currently on assignment.
- Provide reintegration training. This identifies, clarifies, and addresses the issues expatriates may face upon their physical return.
- Continue communication with the expatriate. Encourage connection with peers at home about the challenges encountered abroad.
- Set up a mentor program
- Find ways to utilize newly developed talents in the succeeding role.
- Formalize the reintegration process in your International Assignment Policy
The Global Mobility industry can have a big effect on expatriate retention and engagement if they are able to work closely to co-create reintegration solutions with Global Talent Management departments. An expatriate’s new global perspective and capabilities will benefit the entire company. So, I’d say, let’s drop the term “repatriation” in this industry and begin by infusing global talent management terminology into our discussions. Your best bet is to start the entire international assignment process with the question” how can we best reintegrate our expatriates upon the completion of the assignment?”
