International Human Resource Management-MJ Version

The following example illustrates the successful activities of a large
multinational company to take control of its repatriation concerns.

GTE Repatriation Case Study

Situation

GTE, then a $25bn, 100,000+ employee telecommunications giant, had a

range of international assets, with varying percentages of ownership. The

expatriate population was in excess of 350 expatriates, with almost 1000

accompanying family members. Repatriation was handled alongside expatri-

ate staffing; frequently, returning expatriates were unable to find another

role at GTE, and they were subsequently released, or became frustrated with

the repatriation process and exited the business.

This process, or lack thereof, had a knock-on effect of establishing

somewhat of a corporate reputation for expatriate assignments being the

‘end of a GTE’ career. This, then, caused the occasional hesitancy amongst

the best and brightest to accept overseas assignments. All of this served to

reduce the corporation’s Return on Expatriate Investment.

Task

The goal was to correct this situation, and implement a robust, well-thought-

out repatriation process that would bring discipline, thoroughness and trans-

parency to the repatriation effort. It was key that this transparency extended

to the repatriating family. We also needed to start the repatriation process

earlier in the cycle to give more time for the repatriates to find their next role

within GTE. We also needed to establish higher hurdles before a repatriate is

released.

Key actions

• Hired and assigned a full-time HR specialist solely to enhance and manage
  the repatriation functions.


• Created ownership in line managers by repositioning the repatriates as an
  investment, and communicating the value of the investment.


• Managed cost expectations by including costs of repatriation into pre-
  assignment cost sign-offs.


• Developed a robust worksheet for repatriates, starting 6 months prior to
  end of assignment. This worksheet served to ensure that everyone
  involved in the process, whether the repatriate, international staffing or
  domestic staffing, understood their role in the process.


• Included interviewing trips home as a part of the repatriation process and
  expense budget.


• Established evaluation strategies surrounding the repatriation process
  which would allow GTE to track success in repatriation.

342 International Human Resource Management