In order for repatriation strategies to be effective, organizations have to
consider their needs for these individuals’ technical skills after the assignment
is completed. In most MNCs, these technical experts are needed throughout
the organization and are in relatively high demand. However, it may not
always be the case that these expatriates’ technical skills are needed back in the
home country. Sometimes technical experts may rotate from host country to
host country – going where their technical skills are needed. In either case, a
repatriation system for these assignees would assess technical skills and deter-
mine where the skills are needed most in the organization. In some MNCs,
technical experts are needed only for a fixed period of time in the host coun-
try to complete a given project. These expatriates are ‘contract assignees’.
MNCs hire these assignees solely to do the job. Once the job is completed, the
employment contract with the MNC is over. If this is indeed the case, indivi-
duals must be given a realistic preview of the global assignment process, stating
the ‘no guarantee’ reality of their positions.
Functional/tactical assignments
The functional/tactical assignment is similar to the technical assignment with
one distinct difference – significant interactions with host nationals are neces-
sary in order for the assignment to be deemed successful. As with the technical
assignment, a person will be sent to fill a technical or managerial gap in a given
host country. While they are there, they will need to interact with host nation-
als in order for the assignment to be deemed successful. This is the most com-
mon type of global assignment (Windham International NFTC and SHRM,
1999).
These assignees are sent to fill a technical need; however, they realize, once
they are there, that cross-cultural skills are needed in order to be successful. If
the global skills are an afterthought to the assignment, global assignees are pos-
sibly being sent without the skills necessary to be successful on the job (Black
et al., 1992a, 1992b).This tends to be an oversight in selection.
In addition to selection, this category of assignees poses the greatest chal-
lenge for MNCs in terms of retention upon repatriation. Given that intercul-
tural communication and effectiveness is needed to successfully complete one’s
global assignment, these functional/tactical assignments have an unintended
developmental component. The global assignees within this category are the
ones most likely to turn over upon repatriation, because they are the ones who
have developed new international skills and competencies that were not
needed (or intended in the first place). As such, the global assignees within this
category are the ones most likely to feel unfulfilled upon repatriation.
As a part of their repatriation strategy, MNCs first need to consider whether
the skills and competencies are truly needed within the organization upon
repatriation. If the skills and competencies are needed, MNCs should assess (via
a performance management system) the additional developmental skills
gained during the global assignment. These should be acknowledged and
348 International Human Resource Management