2001). In addition, high turnover among repatriates compromises the
company’s ability to recruit future expatriates since it signals to other employ-
ees in the company that, despite the stated message to the contrary, interna-
tional assignments may have a negative impact on one’s career (Downes and
Thomas, 1999). Therefore, repatriate retention remains an important challenge
facing MNCs today (Black et al., 1992a; Gregersen and Black, 1995; Pickard and
Brewster, 1995; Stroh, 1995).
4 ‘BEST PRACTICE’ RECOMMENDATIONS FOR
SUCCESSFUL REPATRIATION
Previous studies on repatriation have suggested that these unsatisfactory expe-
riences are the primary determinants of repatriate turnover. As a result, man-
agement researchers and experienced practitioners alike have continuously
advised companies to take a proactive stance and provide numerous resources
to ease their repatriates’ transition back home – both from a professional as well
as from a personal perspective. Past literature offers a wide range of practical
recommendations for what companies should do to counterbalance common
challenges faced by expatriates. Various programs are suggested, some targeted
towards the repatriate only, and others that include the repatriate’s family. The
following paragraphs present, in loose chronological order, the most com-
monly recommended programs:
(a) Prior to going on assignment:
- Guarantee/agreement outlining the type of position expatriates will be
placed in upon repatriation: In order to reduce ambiguity about the expa-
triates’ future with the company, companies should offer written guaran-
tees or repatriation agreements even before the assignment begins. This
repatriation agreement should, as clearly as possible, outline the type of
position expatriates will be placed in upon return (Gomez-Mejia and
Balkin, 1987).
(b) During the assignment:
- Continuous communication with the home office:During the assign-
ment, MNCs should offer opportunities for communication with the home
office. For example, expatriates should be included on company e-mail
lists, important memos should be forwarded to them, they should regularly
receive company newsletters, and both the expatriates and their colleagues
Repatriation and Knowledge Management 339