2. Repatriation
When it comes to workingabroad, a lot of attention is placed on the
excitement of becoming an expat and expat life, but all the knowledgethat
experience can give an employee can sometimes belost whenthat employee
is repatriated.
Accordingto repatriates, their managersare in a keyposition to facilitate or
block knowledgetransfer, beginning with how well they understand the
knowledgethat repatriates bring homeand how it might be useful to the
workunit. Fewcompanies debrief their repatriates, much less makeit a
priority to formally seek and utilize their knowledge.
So, what should managers of repatriates do?
4. 2. Be empathetic
Understandthatthe transitionback“home” canbechallenging and
acceleratetherepatriate’ssocializationandreintegrationprocess
backintotheworkunit.
5. 3. Be a facilitator
Preparetheworkunitforincoming repatriatesandemphasize
the valuablecontributionstheycanmaketostrategicroles.
6. 4. Be a role model
The manager’sreceptivity,respect andutilizationofrepatriate
knowledgespill overintothe workunit. Incorporaterepatriate
knowledgeintothedecision-makingprocess.
7. 5. Be a creator
Build anorganizationalculturethatembracesknowledge
sharingandlearning andfosterformalandinformaltransfer
mechanisms.
8. 6. Be a coach
Teach repatriates howto transition into the work unit
and transfer knowledge as effectively as possible.
9. 6. Be a linchpin
Create mentorship programs in which experienced
repatriates sharetheir knowledge transfer skills with
newgenerations of returnees and with prospective
expatriates.
10. Conclusion
Repatriatesreturnwithhighly relevantglobal knowledge, new
networksthatsignificantlyenhancetheir abilitytoget thingsdone
andconnectdomestic toforeign workers,amoreglobal mindsetand
new perspectives andcompetencies which shouldmakethe home
company,asa whole,morecompetitive.
The manager’sinterestandsupportdetermine,toalargedegree,
whetherornotthe repatriateknowledgeis seenasa strategicasset.
Byleveraging thesekey steps,the repatriationexperiencecanbe
enriching forthe entirecompany.
11. About CEMS
Established in1988by four leading Europeanschools: ESADE, HEC Paris, Bocconi University andthe Universityof Cologne, CEMShas grown into Global
Alliance of 32leading business schools, nearly 70multinational companies and NGOs that together offer the CEMSMaster inInternational Management (MIM).
About the Author(s)
Betina Szkudlarekis the CEMSProgramme Director at theUniversityof SydneyBusiness School. Thisresearch was developed in collaboration with GaryOddou,
JoyceOsland, JurgenDeller, RogerBlakeney, Norihito Furuya.
