(d) After repatriation:
- Repatriation training seminars on the emotional response and lifestyle
changes following repatriation:Such seminars should be offered to
employees and their families. They should be aimed at improving re-entry
adjustment by addressing potential emotional concerns expatriates may
experience upon returning home. Lifestyle counseling can also be benefi-
cial to employees and their families, as their lifestyles are likely to change
dramatically upon return (Black, 1992, 1994; Black et al., 1992a, 1992b;
Conference Board, 1996; Hammer et al., 1998; Harvey, 1989; Kendall, 1981).
Such programs may be provided through the company’s pre-existing
International Employee Assistance Program (Gomez-Mejia and Balkin, 1987). - Financial counseling and financial/tax assistance: Such counseling
would help repatriates adjust back to their lifestyle without the additional
allowances of the expatriate position (Gomez-Mejia and Balkin, 1987;
Harvey, 1982; Kendall, 1981). For example, some organizations offer bridg-
ing loans, low interest loans for the purchase of a house or assistance with
mortgages. Other organizations are willing to pay for private schooling
back home to have educational continuity for the children of global
assignees (Kendall, 1981; Napier and Peterson, 1991). - Reorientation program about the changes in the company:Organizations
should offer a reorientation session to brief returning expatriates on the
changes in the company, such as in policies, personnel, strategy (Gomez-
Mejia and Balkin, 1987; Harvey, 1982). This should be provided immedi-
ately upon return from the assignment, when the repatriate returns to
work. - Downtime upon repatriation:MNCs should offer an adjustment period
for the employees to reintegrate without added pressures from the organi-
zation (Harvey, 1989; Kendall, 1981). Given the pressures of repatriation
both at home and at work, some organizations will reduce the repatriates’
travel time, give more vacation time, etc. - Visible signs that the company values international experience:
Companies should send out clear signals to all of their employees that
international experience is valued. For example, they should be proactive
in ensuring that the repatriate’s reintegration into the company is going
smoothly. They may circulate an internal memo announcing the repatri-
ate’s return, pointing out any of his/her special contributions to advancing
the company’s business while abroad, and/or may organize an informal
get-together to welcome the repatriate back. Repatriates’ contacts with key
individuals in the organizations should be facilitated. Their newly devel-
oped knowledge should be utilized by assigning them to challenging
projects with high visibility that can have a beneficial impact on their
careers.
Repatriation and Knowledge Management 341