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Explain why effective human resource management of a company's global cadre does not end with the overseas assignment? How can firms ensure successful repatriation?

Answer: Effective human resource management of a firm's global cadre does not end with the overseas assignment. It ends with the successful repatriation of the executive back to the company headquarters, and the integration of that executive into the company's global management cadre. The development of this global management cadre is a central component of successful human resource management. When an executive returns from an overseas assignment, that executive becomes part of the mechanism to develop other managers with international experience. In order for this to occur, the returning executive must be successfully reintegrated into the organization, and his or her skills must be made available to other managers contemplating international assignments. Also, that manager's career should not be adversely affected by the overseas assignment. The overall goal is to have this experienced manager serve as a leader in developing the global management cadre over a period of time in the organization. A successful repatriation program, then, starts before the assignment. The company’s top management must set up a culture that conveys the message that the organization regards international assignments as an integral part of continuing career development and advancement, and that it values the skills of the returnees. The company’s objectives should be reflected in its long range plans, commitment, and compensation on behalf of the expatriate.

Discuss the role of "reverse culture shock" in the repatriation process. What can companies do to avoid this problem?

Answer: Management of the reentry phase of the career cycle is as vital as management of the cross-cultural entry and training. Many expatriates and their families have a difficult time readjusting to their old culture and its...