Reentry: Procedures and strategies necessary to achieve greater capitalization of human assets in international business repatriation

摘要

This research had two purposes. First, a mailed survey was used to investigate the scope and nature of current strategies used by U.S.-based Fortune 100 firms to facilitate the reentry of international executives. Its second purpose was the development of management strategies intended to optimize utilization of international executives during reentry and beyond.;Survey results indicated MNCs are becoming more aware of the importance of international assignments. However, the majority paid little attention to repatriating employees. Organizations usually did not provide repatriation preparation before international assignments, nor debriefings or reentry orientations at reentry. Three out of four indicated that repatriates are responsible for successful reentry.;The study indicated more than half of the MNCs rarely clarified the effects of overseas assignments on executives' careers. Of those corporations providing reentry programs, few addressed personal reentry issues. Corporations, tending not to provide reentry preparation, also did not view foreign assignments as part of an international career path. These MNCs could, therefore, not benefit from repatriates' international experiences in a systematic way; they showed little appreciation of repatriates' international experience, and tended to view skills and knowledge gained overseas as not being valuable for home office work performance.;Contrary to previous research findings, most respondents to this survey believed that foreign assignments benefit executives' careers. Yet, most organizations had no procedure to establish in what way repatriates changed while overseas; as a result they might have difficulties assigning returnees to reentry jobs corresponding to their new or enhanced abilities. Corporations were most supportive of keeping expatriates informed of organizational policy and strategic decisions, projects, technology and staffing changes.;As a result of the research, the following guidelines are suggested: (1) adjust the corporate culture to support globalization, (2) perceive international assignments as an integral part of executive development--leading to a discernible international career path, (3) carefully recruit and select international candidates, (4) prepare candidates for foreign assignments, (5) provide support while abroad--also for family members, (6) plan reentry, and (7) take advantage of new knowledge and skills level when assigning reentry jobs.